Podcasts about De Bono

This week, Dale explores De Bono's concept of radical thinking and how by thinking sideways, instead of linear, it makes you a better trader who profits more. From spotting hidden patterns to breaking free from the herd mentality, Dale shares how to think creatively in a system obsessed with logic that can transform your investing and trading decisions. www.wealthwithin.com.au

This week, Dale explores De Bono's concept of radical thinking and how by thinking sideways, instead of linear, it makes you a better trader who profits more. From spotting hidden patterns to breaking free from the herd mentality, Dale shares how to think creatively in a system obsessed with logic that can transform your investing and trading decisions. www.wealthwithin.com.au

Superada más o menos la resaca de Cannes, empiezan a llegar a la cartelera algunos de los títulos del festival. Wes Anderson no renuncia a su estilo para contar la redención de un empresario al que interpreta Benicio del Toro en 'La trama fenicia'. Además, escuchamos a Bono, sí, el de U2, que estrena documental y charlamos con Jesse Armstrong, el creador de 'Succession' estrena película sobre los líderes tecnológicos. También comentamos los estrenos españoles, como 'Hamburgo', o la coproducción argentina 'El Jockey', con Úrsula Corberó y Nahuel Pérez Biscayart. En televisión, comedia y ciencia ficción con  Alexander Skarsgård   y su nueva serie en Apple TV+.

A finales de 2022, como promoción de su libro "Surrender", Bono salió en una gira en solitario por algunos teatros de Norteamérica y Europa. Pero no era sólo una gira de un libro, sino que algo más. ¿Es un concierto? ¿Es un monólogo? ¿Es una obra de teatro? ¿Es todo eso y más?De eso conversamos con Vero, Nacho y Jaime. Ellos estuvieron en el primer show en Nueva York, en algunos shows europeos de 2022 y en el último show de todos, en el Teatro San Carlo de Nápoles.Hablamos sobre lo que esperaban del show, lo que sintieron, su opinión de la interpretación de Bono, cómo convive la música con la historia, y mucho más!El 30 de Mayo de 2025 se estrena la película de este show en Apple TV+, así que esta conversación es un buen apronte, con algunos spoilers pero nada que vaya a arruinar la experiencia para quienes no tuvieron la suerte de ver el show en vivo.*****Puedes leer la experiencia de Jaime y Ely en la gira de Bono aquí: Chilenos en la gira del libro de Bono*****Como siempre, nuestro Golden Circle pudo escuchar este capítulo por adelantado y tú también puedes hacerlo en patreon.com/u2chile. Únete para tener más contenido exclusivo, por adelantado, y para apoyar el proyecto :)Los invitamos a suscribirse al Podcast y darnos Like, 5 Estrellas y todas esas cosas que nos ayudan a llegar a más gente.Sígannos en:Facebook.com/U2Chile.netComo @u2chile en Instagram, Twitter, Youtube, TikTok y ThreadsComo @u2chile.net en BlueskyÚnanse a la comunidad en el Grupo de Facebook de U2 ChileBuena onda!

03 06-05-25 LHDW Noticias del NoDo: Más socialistas imputados, Óscar López investigó a Sánchez, el pelotazo de Bono. Las derechas los culpables de los problemas de España

03 06-05-25 LHDW Noticias del NoDo: Más socialistas imputados, Óscar López investigó a Sánchez, el pelotazo de Bono. Las derechas los culpables de los problemas de España

Francisca Jünemann se refirió a la propuesta del candidato presidencial, que busca aumentar el nacimiento de niños en Chile mediante un incentivo económico y otras medidas.

Parlons aujourd'hui de l'intelligence collective sous l'angle des OUTILS.

Evnen til å tenke annerledes og nytt er forbundet med kreative mennesker. Måten vi tenker på et ofte diktert av gamle erfaringer og tankemønster som forvalter informasjon på en ganske bestemt og sedvanlig måte. Måten vi tenker på er noe som går av seg selv, og på den måten blir vi gjerne fanget i stereotyper tankemønster som ikke alltid løser vanskelige oppgaver på den beste måten. Evnen til å tenke annerledes, bredt, mangefasettert, kontekst-spesifikt, baklengs og kreativt er noe man kan trene opp i følge Edward de Bono. Han har skrevet en bok om det han kaller ”lateral tenkning” som er en metode for problemløsning hvor man bruker begge hjernehalvdeler samtidig, i tillegg til at man forsøker å sjonglere med tilgjengelig informasjon i fantasien på nye måter. De Bono sine ideer kan ligne på en slags formalisering av kreativitet eller «solid tenkning» og den inneholder konkrete øvelser man kan gjøre for å bli mer kreativ og bedre på å tenke klart. Det vil si at man trener på å bruke hjernen på nye måter for å unngå å tenke i klisjeer. Lateral tenkning er altså litt uortodokse strategier for finne kreative løsninger som normalt sett ville bli ignorert av vanlig logikk.Jeg har vært innom Edward de Bono tidligere her på SinnSyn, og da spesielt boken som heter «Lateral tenkning», eller «tenkning i revers», som jeg kaller det. Denne gangen har jeg lest en annen bok av de Bono, og den handler om seks ulike tenke-hatter. Det vil si at man ikke bare tenker, men definerer hvilke strategier av tenkning man benytter seg av. Visste du at det var seks ulike måter å tenke på?Akkurat som en god fotballspiller må trene på teknikk, kondisjon, langskudd, hurtighet, reaksjonsevne, spilleforståelse og så videre, finnes det ulike strategier for tenkning man kan trene opp for å bli en bedre tenker.Det er kanskje ikke så vanlig å se på tenkning som en ferdighet vi kan trene på, men når vi tenker oss om, kan det hende vi kjenner folk som er flinke til å tenke, og noen som ikke er fullt så habile; Akkurat som vi kjenner gode fotballspillere og folk som over hodet ikke har noe på en fotballbane å gjøre. Det er ikke så farlig om man ikke er god i fotball. Det er mye annet man kan gjøre. Men det å være dårlig på tenking kan få store konsekvenser.Noen vil anta at man tross alt tenker nesten hele tiden, og derfor er man vel flink til å tenke, men noen tenker kun på en måte, noe som gjør dem gode på akkurat denne tenkemåten, mens andre måter å tenke på er totalt ukjent for dem. En fotballspiller som bare trener på langskudd, og kun kan skyte ballen langt, er lite verdt på et fotballag. En tenker som bare tenker på en måte, får like store problemer i livet som lang-skyteren får i en faktisk fotballkamp.Med denne innledningen vil jeg ønske velkommen til en ny episode av SinnSyn hvor målet er å lære å tenke bedre. I tillegg skal jeg bruke evnen til å tenke bredere og dypere på et bestemt fenomen, nemlig vinterdepresjon. Hvordan kan vi tenke godt om melankolien som ofte rammer i den mørke årstiden? Velkommen skal du være! Få tilgang til ALT ekstramateriale som medlem på SinnSyns Mentale Helsestudio via SinnSyn-appen her: https://www.webpsykologen.no/et-mentalt-helsestudio-i-lomma/ eller som Patreon-Medlem her: https://www.patreon.com/sinnsyn. For reklamefri pod og bonus-episoder kan du bli SinnSyn Pluss abonnent her https://plus.acast.com/s/sinnsyn. Hosted on Acast. See acast.com/privacy for more information.

La mejor música, todas las curiosidades y las últimas noticias te están esperando de mano de Jota Abril, Marta Critikian y Carlos Iribarren.

Welcome to 5 Minutes of Peace, a time for you to reflect, recharge, and renew. Today's reading is from "Practical Thinking" by Edward De Bono, exploring the multi-faceted nature of imagination. De Bono identifies four key aspects of imagination: picture vividness, number of alternatives, different perspectives, and creative imagination.1. Picture Vividness: This is the ability to imagine scenes and people with rich detail. Imagine your Aunt Emma so clearly that you can see her nose twitching, or recall a fishing harbor from a holiday with every boat vividly in place.2. Number of Alternatives: This involves generating multiple ways to approach a task, like cooking an egg. It's not just about knowledge but accessing it creatively to find numerous possibilities.3. Different Perspectives: Seeing things from various angles, like viewing a bottle as half full of milk, half empty, or a mix of milk and air, showcases the flexibility of thought.4. Creative Imagination: This is about fantasizing and creating new experiences by combining different elements, thus crafting something entirely unique.Imagination fuels creativity and helps avoid the trap of "unique rightness" where one believes their sole perspective is correct. It enhances thinking but isn't synonymous with creativity; it's an essential component.Thank you for sharing these moments of peace with us. For more on The Peace Room's offerings, visit www.thepeaceroom.love. Join us again for another 5 Minutes of Peace.

Where did your "quality journey" start? In this first episode of a new series on quality, Bill Bellows shares his "origin story," the evolution of his thinking, and why the Deming philosophy is unique. TRANSCRIPT 0:00:02.3 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we continue our journey in the teachings of Dr. W Edwards Deming. Today, I'm continuing my discussion with Bill Bellows, who has spent 31 years helping people apply Dr. Deming's ideas to become aware of how their thinking is holding them back from their biggest opportunities. This is a new series called Misunderstanding Quality, and the topic for today is Quality Management, what century are we in? Bill, take it away.   0:00:35.7 Bill Bellows: Thank you, Andrew. [chuckle] All right.   0:00:39.5 AS: Exciting. I'm excited to hear what you've got going on in your mind about this Misunderstanding Quality.   0:00:45.6 BB: Well, first let me say that whether you're new to quality or looking for ideas on quality and quality management, quality improvement, quality management, the aim I have in mind for this podcast series is to improve your ability to manage quality through deepening your appreciation of the Deming philosophy and how to apply it. But specifically, a focus on quality, time after time, which is where most people heard about Deming, was through Quality, Productivity and Competitive Position. For example, the title of his first book. And relative to the title, what came to mind is an anecdote shared with me by two mentors that both spent a good deal of time with Dr. Deming. The first, Gipsie Ranney, who was a professor of statistics at University of Tennessee when she met Dr. Deming, went on to become a senior statistical consultant to GM and the first president of the Deming Institute, when Dr. Deming and his family, shortly before he died, formed a nonprofit called The Deming Institute. Gipsie and I used to speak literally every day, driving to work, driving home, we... "What's up, what's up?" And we always... It was so cool. I wish I had the recordings. Anyway, she once shared that she once asked Dr. Deming, "What do they learn in your seminars? What do attendees learn in your seminars?" To which she said Dr. Deming said, "I know what I said, I don't know what they heard."   [laughter]   0:02:26.0 BB: And along those lines, in the same timeframe, Bill Cooper who just turned 90, he and my wife share a birthday. Not the same year. Bill turned 90 last November and he was senior civilian at the US Navy's aircraft overhaul facility in San Diego, known as North Island. So as aircraft carriers are coming into San Diego, which is like the... I think they call it... It's like the headquarters of the Pacific Fleet. So as aircraft carriers are coming back, planes for which the repair work cannot be done on the carriers fly off to North Island. And Bill was in charge of, he said, some 5,000 civilians. And his peer on the military side, Phil Monroe was in charge of all the military people, and they got exposed to Dr. Deming's work in the early '80s, went off, left there, became Deming consultants. Anyway, Bill said he once asked Dr. Demings, says, "What percent of the attendees of your seminars walk away really understanding what you said?" And he said... Bill said Dr. Deming said, "A small percentage."   [laughter]   0:03:44.0 BB: And so what I had in mind in this series is... One is, what makes it hard to understand what Dr. Deming is talking about? And so for the listeners, what I'm hoping we can help you understand, what might be some invisible challenges that you're having in your organizations trying to explain this to others. So maybe you think your understanding is pretty good, but like Dr. Deming, maybe people are having a hard time understanding what you're saying. And I know what it's like to be in a room, presenting to people. And I had that same experience. I had one Rocketdyne executive... Rocketdyne was sold a few times. Every time it got sold, our Deming transformation efforts got set back a few years. So when the latest management team came in six, seven years ago, I met with one of the very top people, was explaining... Trying to explain to him for the first time what we had accomplished with some, I thought, absolutely amazing work by managing variation as a system. And he said something like, "So are people rejecting what you're saying?" And I said, "No, that's not it." He says, "So they're accepting what you're saying?" I said, "Well... " he said, "What's the problem?" I said, "What they accepted is not what I said." [laughter]   0:05:19.5 BB: I said, we're not in disagreement, but what they think they heard is... And that's when I found that I've experienced that. So anyway, so I wanted to get some background. So my first exposure to quality circles, and this is like... So I was living in this parallel universe, a heat transfer engineer working on rocket engines, and Quality comes into the organization. And unbeknownst to me, there's this quality movement going on, inspired by Dr. Deming, and we're on this wave. I had no idea. All I know is all of a sudden, we got Quality Circles, quality teams, every department...   0:06:03.8 AS: What year was that, roughly?   0:06:06.1 BB: 1984.   0:06:08.9 AS: Okay.   0:06:10.5 BB: Yeah. And I remember a book I was... I remember there was a pamphlet... You mentioned that. The company was AVCO, A-V-C-O, the Aviation Corporation, which is nearly as old as the Boeing Company. So it was one of the... So, Boeing gets into airplanes, the Wright Brothers get into airplanes, people are... Investors getting in, and AVCO, A-V-C-O, was formed by someone you likely heard of, Averill Harriman, major Wall Street guy at the time. And so anyway, I remember there being an AVCO book on quality circles. As you mentioned, I remember seeing that. And I remember just going along for the ride. I'm new to corporations, I'm just a subject matter expert in gas turbine heat transfer, and we're going to the... We got these things called quality circles, whatever. And I remember our department formed... Our department was a team, we had goals, and I remember going to these quality meetings, and let's say the goal would be that we read an article about heat transfer or something. I was just kind of fumbling with this thing called quality circles.   0:07:28.6 BB: But I remember, looking over the shoulder of the department secretary with a IBM Selectric typewriter, and this is before PCs, so we're using IBM 3270, dumb terminals. And I remember being over near the secretary, Kathy, and she's typing away the weekly activity reports, Friday morning kind of thing. And on a routine basis, I'd be over there and she'd be typing along. And then on the very last page, under the title, "Quality Circles," she would type in "Quality Circles are progressing as planned." [chuckle] 'Cause then these would be distributed to people in the department. So I'm watching her now create the next original. And it dawns on me, two things. One is, it's the very last topic in the meeting, in the weekly minutes, and two is it's the same damn thing every time, "Quality Circles are on plan." And I remember saying to her, "Why don't we just have that printed into the stationary?" [laughter]   0:08:39.5 BB: This is before I knew... For me, quality was just a seven-letter word. I don't know. So this is my exposure. And I remember thinking one of the quality goals we're thinking of in our department is... I think somebody even really brought this up, is we're gonna answer the phone by the second ring. That's gonna be our quality goal. And then, I remember we're negotiating for cleaning services. The floors were a mess. Tile floors, they were just a mess. And I remember in our department, we were lobbying to get better janitorial services, have the things cleaned more often. And next thing, we're negotiating with the VP of Engineering relative to, "Well, if your quality circles are on track, then I'll think about that." And it was just like... So it's some really ugly memories [chuckle] of this whole quality thing.   0:09:34.3 BB: But then I got into... I mentioned on the very first of our previous podcast, getting involved as a problem solving decision-making facilitator. I was hanging out with the HR training people, they had some... Their director of training, our director of training was a very astute guy and he was... I'm convinced, having met many people in that role, he knew what was going on. He knew a lot of the names in quality, not so... He knew of Deming's name, he knew of De Bono's name, Kepner-Tregoe, but he seemed to know his stuff. He's a fun guy to be with. And so, that's likely where I first heard Deming's name and that first book would've been Quality, Productivity and Competitive Position, which is... It's almost impenetrable, but I can remember at some point looking at that.   0:10:29.7 BB: But anyway, but in the fall of '87, I started being assigned a taskforce as helping... 'cause now I'm a problem-solving facilitator. But I still don't know... I don't know what quality is. All I know is I get invited to help solve problems. And we were looking at a very bad wear problem, these gears wearing each other out, enormous visibility to the Pentagon, because the tank engines we were making, 120 a month, were being shipped to the tank plant. And then, these tanks with these engines were being sent... The majority of them, sent to Europe. And they were the frontline of defense in Western Europe. This is the Cold War, Andrew.   0:11:17.4 AS: Right.   0:11:19.2 BB: And so the problem that came up was that a couple of these tanks had these gears wear through each other within 50 hours. And I've never been on such a high visibility taskforce because the Generals concern was that every one of those tanks was likely to not operate. And that might be the opportunity for the "Russki's" to launch World War III, because, what a great time, the tanks... If they knew these tanks weren't working. So it was a lot of stress, a lot of pressure. And after months of slow progress, the Army said, "Hey, why don't you guys go look at this Taguchi thing. The transmission people from General Motors who make the tank transmission, anytime they have a snafu like this, they use this Taguchi stuff." So I got assigned the action to go look at that. And I remember, this is pre-internet. And somehow, I did a literature search. I remember it was through something called Nerac, N-E-R-A-C. And out comes these pages. And the thing on Taguchi was... So first of all, who is this Taguchi guy?   0:12:29.0 BB: What is this quality stuff? I don't know. I'm a problem solving guy. And then I remember the first article on reference to Taguchi says, "Quality is the minimum of loss imparted to society by a product after a shipment to the customer." And I thought, "What does that mean?" So I don't know what... I mean, minimum of... I'm thinking... And I thought, "This can't be anything." So anyway, went out to General Motors and got exposed to what they were doing, and a few years later, realized it wasn't exactly Taguchi, but it was... There's some nuances there. But anyway, they exposed me to Design of Experiments and what's known as fractional factorial testing. And coupled with shifting how we look at the measurement process, we solved this problem within weeks, a problem that had been going on for months. So then I got excited about... This Taguchi thing's kind of cool. I'm liking this. And it was a lot more exciting than what I was doing. And I thought, "I think I wanna do this." So the following year, I went to the Taguchi conference. So we had the application and I was so excited, Andrew, that I was turned down for funding. The Army would have paid for me to go to this conference, 'cause the Army, by that point, had invited me to work on at least two problems.   0:13:54.4 BB: Once we solved the first one, when problems came up, the Army literally turned to the program management people at Lycoming and said, "Do a Taguchi study, get Bill Bellows involved." So I was walking on water. I thought it was kind of cool. So I wanted to go to this Taguchi conference, and it was turned down. And they said, "It's not your job." So I told my boss when they told me it was gonna be turned down, I said, "I'm going to this conference." I said, "Whether the company pays for it or not, I am going." So I drove 14 hours each way to Detroit. And in the room are all the US experts on Taguchi's ideas at the time. I didn't know who Deming was at the time. I still didn't know what quality was, but I walked outta there thinking, "This is what I wanna do." And then, where I'm getting to is, a few months later, I was gonna go out on medical I had surgery planned.   0:14:53.1 BB: I was gonna be out for about two months. So my wife and I lived in New Haven, maybe 10 miles north of Yale. And I remember going to the... Again, this is pre-Amazon. I mean, talk about dating ourselves. What century are we in? So I remember going with my wife to the Yale bookstore, the Yale co-op bookstore, and every book they had on quality, I bought. And I'm gonna sit home for two months and read all these books. And I remember buying books. I'm pretty sure I got books about Deming, some about Taguchi, some by Phil Crosby about Zero Defects. Six Sigma Quality entry was a year away.   0:15:35.7 BB: And so I sat down... I got out of the hospital, I'm resting at home, sitting on the couch every day and reading, and also calling the Taguchi people that I had met, I think, at the previous conference. I met some big names. So I'm reading the books, calling them up. And again, these are like my personal professors. And I remember saying to a few of them... What blew me away, and I don't... It somehow dawned on me, I was naive. In the world of engineering, we use... Most of my exposure, at least in heat transfer, we use the same terms the same way. We talk about radiation heat transfer, conduction heat transfer, convection heat transfer. So many of the terms are the same terms, so we can have a conversation. So I'm thinking the same thing applies in quality, that we're all like the heat transfer people. It's easy to communicate 'cause we got the same models. We're using the same words the same way. Then I started thinking, I'm no longer... And this is a real shock. I'm no longer thinking we're using the same words the same way, hence my introduction to misunderstanding quality, [laughter] or I would say, the beginning of a journey to better understand the... I think there are incredible opportunities for people in quality organizations, or people that wanna get into quality.   0:17:08.3 BB: I think it's an ideal opportunity to introduce Deming's ideas. And I say that because everybody else is doing their own thing. Engineering's off designing, Manufacturing's off producing, and Quality has an incredible opportunity to bring together Deming's sense of a systems view of quality. Nobody else has that charter. So my hope is in our conversations, we can help people that are trying to do some things, whether it's jumpstart their continuous improvement program or get their quality program out of what it currently is. In fact...   0:17:52.4 AS: By the way, I wanna...   0:17:55.9 BB: Go ahead, go ahead.   0:17:56.0 AS: I wanna ask a question about that, because what you've mentioned is interesting, that the systems aspect... Is that unique? Would you say that's unique to Deming? I mean, if we think about Taguchi and I think about the Taguchi Method, I'm thinking about a really powerful tool for understanding variation. But explain what you mean by that.   0:18:24.0 BB: A couple of things come to mind when you ask that question. One is the predominant explanation of quality. And if we have time, I wanna talk about that. The term quality, "qualitas," comes from Cicero, a Roman in ancient times. But by and large, in manufacturing, in corporate quality, in corporations, the operational definition, what do we mean by quality? This thing is... What are Quality organizations doing? And what I find they're doing is calling balls and strikes. They're looking at a given quality characteristics, whether it's the fuel economy of an engine, of a gas turbine engine, the performance, the thrust level of a rocket engine, the diameter of a hole, and asking, "Does that characteristic of surface roughness diameter, does it meet a set of requirements?"   0:19:30.4 BB: And the requirements are typically set... There's a lower one and an upper one. We don't say the meeting is gonna start at 10 o'clock, because if you understand variation, we can't get exactly 10. We can't get exactly 1.00 inch thickness for the plate, for the hole diameter. So then, we define quality. Typically, this is what people do in organizations. This is what I... I didn't know anything about this until I started... Well, what are quality people doing? They're asking, "Does this thing meet requirements?"   0:20:07.4 BB: And even towards that end, I remember asking a... I had a coworker who's a quality engineer, I've got many friends who are quality engineers, and this one guy came into a class one day that I was doing, and he's just beating his head against the wall over... I said, "What's...what have you been doing lately." He says, "All I'm doing Bill is dispositioning hardware, dispositioning hardware," which translates to trying to find out why something doesn't meet requirements and coming up with a corrective action, or buying it as is. So either changing the requirements or explaining why we can use it as is. But he's just like, "That's all I'm doing lately. I'm just getting overwhelmed with all this." So I said, "Well, what if overnight, by some miracle, you were to come in, and beginning first thing tomorrow morning, everything meets requirements." And that's the goal of quality in most organizations, is that everything meets requirements. So I said, "If everything beginning tomorrow morning, through some overnight miracle, meets requirements, hence forth, how would your life change?" He says, "I wouldn't have a job." [laughter]   0:21:26.9 BB: I said, "What other changes would you begin to see throughout the day, the coming days?" He says, "My boss's job wouldn't exist." I said, "Okay, keep going, keep going." He says, "Well, the whole organization will have no reason to exist." [laughter] And that's not farfetched. And I throw that out, the challenge to our listeners is, seriously, if everything in the organization beginning tomorrow morning met requirements through some... Dr. Deming would say as you know, by what method? Let's say the method exists, what would change? Now, I'm not saying these people necessarily get laid off. Maybe they get moved elsewhere. Maybe we set our sights higher and try to do things we've never done before, 'cause now everything's gonna be a home run. But that's what I find in corporations, I think, a very extremely commonplace 21st century Andrew explanation of quality is, "Does it meet requirements?" And that goes... And this whole idea of setting requirements, setting a lower and an upper, allowing for variation, that goes back to the early 1700s. And I've also read that it might go back even longer in China. We were talking earlier about China.   0:22:58.2 BB: And so if it goes back longer, all the better. And the point being, fast forward to today, that's largely where we are today, in this early 1700s. Does it meet requirements? Yes or no? And what Dr. Deming is talking about is not acceptability. First of all, he would say there's a place for acceptability. There's a place for meeting requirements, maybe based on the circumstances, all that matters is that it meets requirements. So if you're a pitcher and you're throwing a ball and the batter can't hit the ball, and as long as it's somewhere in the strike zone, or if you're kicking the ball into the net in a football match or otherwise known as soccer in the States, maybe the goalkeeper's so bad, all you gotta do is... They'll jump out of the way.   0:23:49.7 BB: Now, on the other hand, there may be a different batter or a different goalkeeper where you've gotta go where they aren't. And that gets into understanding variation and where we are in meeting requirements matters. And what I find is most organizations I've ever interacted with, and this is through Rocketdyne, as owned by Boeing, going to many different divisions of Boeing around the country, doing seminars across England, across New Zealand, university classes and university lectures, hundreds of them. I've never come across... With rare exception have I ever come across anyone who says, "Bill, in our organization, quality is more like what Dr. Deming is talking about." Meaning, "We are doing more than meeting requirements, we are focusing on where the ball is placed in the strike zone, where the ball is placed in the net, and we specialize in that because we have seen great advantage." Most people I present this to don't even know that's a possibility, don't even know it's anything to lobby for.   0:25:12.0 BB: And so to that I'd say, whether you're looking at Operational Excellence, which is kind of a hybrid of Lean and Six Sigma or Six Sigma alone, or Lean alone, everything I've studied in all of those go back to the question of quality being... Quality's defined Phil Crosby-wise, which is striving for zero defects, striving for everything meeting requirements, and then we're done. And when I joined The Deming Institute, part of my excitement was helping the organization differentiate Dr. Deming's ideas over these other quality management ideas and other management ideas as uniquely positioned to differentiate, to understand that there's an opport... There are incredible opportunities for realizing that everything that meets requirements is not the same. And how do we put a value on that? And one is, the better we understand that, the better we can minimize scrap and rework problems if we're paying attention to where we are, if the process is in control, if we can use that concept from variation. And then simultaneously, another...   0:26:35.7 BB: There's two opportunities. One is, I think the better we manage variation, the less likely we're gonna have scrap and rework. Wouldn't that be great? And two is that that buys us time to think about... 'cause now that we're not in that constant firefighting mode, now we can start to think about how to manage variation of the system and to improve how things integrate. And we did both of those at Rocketdyne. But I've yet to find many organizations who say, "Been there, done that. Been there, done that."   0:27:12.1 AS: So, if we think about the takeaways for someone listening or watching this, you've talked about Misunderstanding Quality, you've talked about everything meet requirements, you've talked about, what century are we in? So, what should they take back to their business from this discussion that can give them a foundation of a starting point of this series and what you're saying on this point? What do you want them to take away?   0:27:40.3 BB: First, I would say I wouldn't necessarily go tell anybody about this yet. [laughter] I'd say, "Hmm, this Deming stuff. There's something to this. What I'm hearing from Bill is there's something here that I can't get elsewhere." You can listen to our prior sessions. There's 22 of them. We're gonna be adding new aspects to that...   0:28:07.9 AS: Okay. So, let's talk about that for a second. So, learn on your own first. Maybe it's a personal transformation. Start with that?   0:28:09.9 BB: Yes.   0:28:14.8 AS: Okay.   0:28:16.1 BB: Absolutely... Yes, absolutely...   0:28:18.1 AS: What would be number two that you want them to get away from this?   0:28:22.9 BB: Well, my advice is, you're not crazy that there's things about the Deming philosophy that are unique, that are... I think so much... There's a lot of people excited by what Dr. Deming's offering. I think there's more than meets the eye. I mean...   0:28:46.1 AS: Okay, so let's talk about that for a second. So, there's unique things about Deming, and one of them that you talked about is the systems thinking?   0:28:54.6 BB: Yeah. I mean, imagine... What I liken it to, instead of zero defects being the goal, which is what most organizations are striving for, and their quality systems are about, "We wanna get zero defects over here, over here, over here." We're juggling all these places, trying to get to zero defects all over the place. What if they saw zero defects as not the destination, but the starting point? That, to really understand continual improvement, zero defects is not the goal. Imagine that as the starting point. At least, imagine the ability to go across that apparent finish line and realize... Or the analogy I would use is, go through the door called "zero defects is the end," and realize there's a lot more, there's so much more to do when you start to look at things with a Deming view. And so, instead of thinking, we're striving for zero defects and then we're done, to me, that's the starting point to really begin to appreciate what it means to look at systems.   0:30:07.7 AS: Okay. So we've got, start with your own personal transformation and learn the material, and understand that there's some unique things about the Deming teachings, in particular, systems. And understand that... I kind of visualized while you were talking, a person walking along with no knowledge of many things, but they're inquisitive, and what they find is a wrench. And then they start to find that there's ways to use this wrench in their daily life. And then later, they find that there's other tools like a screwdriver. And all of a sudden, they found this world of tools, and now they have this amazing toolbox. But then all of a sudden, they meet someone that's taking those tools and creating a car, or a this, or a that. And then they realize, maybe the tool has gotta be the starting point, or is a starting point. But what the tools can create and what additional tools can create is so much bigger than just that first wrench that you picked up.   0:31:14.2 BB: It's the appreciation. And I'm glad you brought those points up. Dr. Deming talks about tools and techniques. A control chart is a tool. A run chart is a tool. Design of Experiments are... These are tools. And so that's a tool. A technique is, how do we create a control chart? That's a technique. What I try to do with audiences, whether it's clients or university classes or whatever, is help them differentiate. Tools and techniques are about improving efficiency, doing things well. Doing something faster or cheaper... What's unique to Dr. Deming is not the tools you'll find him talking about, but the concepts he's talking about, and the idea of looking at things as a system. Dr. Deming defines quality, and it can be obtuse for people. I find it fascinating. He says, "Product or service possesses quality if it helps someone and enjoys a sustainable market." So, traditional quality is me throwing the ball to you, Andrew, or passing a football or basketball, whatever it is, and judging the quality of the pass when the ball leaves my hand. And we say, "That was a good pass."   0:32:49.9 BB: What Dr. Deming's talking about is, it's a good pass, just as if it's a good conversation, if you can hear what I say, we can go back and forth. And so, Deming's perspective on quality is not what's good for me, the producer, but it's how well does it fit you that I'm delivering something that matches... That we're synchronous, that... It has to be good for you, not just me checking off and saying, "This is good, this is good, this is good. Boom." That it's not good until you say it's good. That's a different view. It's the same thing as, "Well, I told you." Then you say, "Well, I didn't hear it." I says, "Well, then why don't you have your ears checked?" [laughter] Dr. Deming's talking about, it's not a conversation if you can't hear it. And so, when he's explaining to Bill Cooper and Gipsie that people are having a hard time, he was struggling to improve that 'cause he knew that when you begin to understand that what you're saying is not heard, Deming understood it was his obligation to try harder. And part of the Deming philosophy is understanding that it's not just me throwing it and saying, "There it is." It's listening for the feedback as to, "Did it make sense?" So, quality in that arena is a mutual phenomenon, not unilaterally my thing.   0:34:16.7 AS: Okay.   0:34:17.8 BB: And I would welcome anyone, as we've done in the past, to reach out if there are questions, comments, observation you'd like to share, and we can use that feedback in future sessions.   0:34:30.6 AS: Fantastic. Well, that's an excellent kickoff. And let's end with the idea that quality is a mutual phenomenon. I think that's a good statement. So Bill, on behalf of everyone at The Deming Institute, I want to thank you again for this discussion. And for listeners, remember to go to deming.org to continue your journey. And if you want to keep in touch with Bill, just find him on LinkedIn. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, "People are entitled to joy in work."

Wie sollst Du entscheiden, welche Idee es sich lohnt umzusetzen? Die „Six Thinking Hats“-Methode (6-Hüte-Methode nach De Bono) unterstützt Dich als Scanner-Persönlichkeit dabei, Deiner Ideenflut Herr/Frau zu werden und kreative Gedanken in konkrete Taten umzusetzen.

Create Sales meeting topics in minutes. Lisa Thal is an Author, Inspirational Speaker, and Business Coach. She has over 37 years of marketing, sales, and leadership experience. She wrote the book "Three Word Meetings."  Lisa coaches' leaders on creating sales and business meetings with fun and interesting 3-word topics to create a conversation and inspire your sales team.   Episode 232 - A new perspective to solving your problems!    "Houston, we have a problem" from the movie Apollo 13 has become iconic, often used to describe unexpected issues or challenges.    Let me ask you a question. When you face a challenge or problem, what process do you walk through to solve it? We all have to solve problems in life – but very few of us have a method for doing so. We look at the situation and offer one or two solutions. I will share a technique I learned that you could use for group discussion and individual reflection—an exercise you can use at any time to enhance your problem-solving and help you make decisions quickly.     I learned this technique from Edward de Bono, a Maltese physician, author, inventor, and consultant. He is best known for originating lateral thinking and writing many books on thinking, including The Six Thinking Hats. He dedicated his life to helping people improve their thinking abilities and creativity skills to solve problems.     De Bono's Six Thinking Hats is a powerful technique for looking at decision-making from different perspectives. It involves six distinct types of thinking, which you can do on your own or with your team.  A different hat represents each thinking style:   To solve a problem well, we must look at it from several perspectives.   Think about one problem or challenge you may be facing, write it down, and let's walk through the process together.   There is Power of Thinking Differently   THE 6 THINKING HATS Edward De Bono developed the 6 Thinking Hats tool to help you look at a problem from 6 different perspectives. When making decisions, many people are overwhelmed by information, and this technique allows you to consider just one perspective at a time. Pick a problem or decision you need to make and apply the technique. Start by imagining you have six hats in front of you. Imagine you are putting on one hat at a time.   THE WHITE HAT IS THE HAT OF LOGIC When you wear the white hat, ask yourself: what information or data is available? What are the facts? How can I look at this objectively? To remember the white hat as logical, imagine a scientist or doctor gathering information in a white coat.   THE RED HAT IS THE HAT OF EMOTION When you wear the red hat, ask yourself how you feel. What emotions come up? What is my intuition or gut telling me? Imagine a heart to remember the red hat as the feelings and emotions.   THE BLACK HAT IS THE CRITIC When you wear the black hat, ask yourself: what could go wrong? What are the downsides? Why won't this work?  Imagine a judge's robes to remember the black hat as the critic.   THE YELLOW HAT IS THE HAT OF OPTIMISM When you wear the yellow hat, ask yourself: what could go right? What are the benefits? What is the upside? What are all the opportunities? To remember the yellow hat as the optimist, imagine the sun.   THE GREEN HAT IS THE HAT OF CREATIVITY When you wear the green hat, ask yourself: how can I be creative? What are the possibilities? What other options and innovative solutions are available? Could I consider something else? To remember the green hat as the creative one, imagine green grass growing.   THE BLUE HAT IS THE MANAGER When you wear the blue hat, listen to the other options - six hats, think about the big picture, and decide. To remember the blue hat as the manager, think about the sky.   You should think about your problem and walk through this process.   We all face problems personally and professionally, and now you have a process to help you make the best decision after looking at six different perspectives. So put on your Hats and start solving more problems quickly!   I would love to know how you solve problems. If you know someone who can benefit from today's episode, share it with them. If there is a topic you would like me to discuss, private message me.    Create engaging sales meetings in minutes!  My easy-to-use process can quickly create impactful meetings tailored to your team's needs.    Learn more at www.Threewordmeetings.com.  

Josefina Stavrakopulos analizó las principales noticias que marcan la jornada.

Quel personnage craquant incarne-t-elle dans la comédie « Flora and son » ? Et comment le réalisateur John Carney lui a-t-il proposé la chanson « High life » ? Qui est donc l'étonnant Oliver Tree, en concert le 11 novembre prochain à l'AB ? En parlant de concert, quelle est la genèse de l'album symphonique de Benjamin Biolay ? Comment Wes Anderson, après « La merveilleuse histoire d'Henry Sugar » dévoilé la semaine dernière, rend-il justice à l'univers de Roald Dahl dans trois autres nouveaux courts-métrages ? Pourquoi les Chemical Brothers ne feront pas de tournée aux USA ? Toutes les réponses sont dans « La semaine des 5 heures » de ce mercredi 4 octobre.

In this episode of Dreams With Deadlines, host Jenny Herald interviews strategy execution expert Brett Knowles to explore the intersection of technology, strategy, and execution. Throughout the conversation, Brett shares insights and practical advice on leveraging AI and large language models like ChatGPT to enhance strategy execution.Key Things Discussed: The limitations of traditional approaches and the need for agility in strategy execution. The role of AI in creating an execution ripple and assessing departmental capabilities. Building a lightweight nexus and keeping OKR systems simple for effectiveness. The evolving role of senior leadership and the importance of asking the right questions. Show Notes [00:00:18] Understanding the Distinction: AI and GPT Explained. Jenny and Brett explore the difference between AI and GPT, highlighting GPT's capacity to learn and respond to conditions. [00:02:21] Harnessing GPT's Potential in Strategy Development and Execution: Jenny and Brett discuss the benefits of incorporating GPT into strategy development, testing its recommendations, and achieving a balance between familiar and innovative ideas. [00:06:37] Unlocking the Versatility of GPT in Business Applications: Jenny and Brett explore the various business applications of GPT, including automation, decision-making, recommendation generation, option generation, and strategy evaluation. [00:11:54] Accelerating Strategy Development and Execution with AI: Jenny and Brett highlight how GPT can simplify and enhance the strategy development process, providing examples of idea generation, insights gathering, and automated slide deck creation. [00:17:11] Navigating Limitations and Challenges of GPT in Strategy Development: Jenny and Brett discuss the misconceptions, data input importance, and recognizing GPT's potential to surpass human decision-making quality. [00:23:35] Calibrating Parameters for Enhanced Strategy Execution with GPT: Jenny and Brett explore the significance of parameter calibration in optimizing GPT's performance and overcoming status quo bias. [00:30:40] The Execution Ripple and Building the Nexus for Strategy Execution: Brett delves deeper into the concept of the execution ripple, mapping connections, and enhancing GPT's insights and recommendations. [00:35:12] The Execution Donut and Building a Consistent Model: Jenny and Brett explore the interconnectedness of elements in the execution donut and the importance of a reliable and repeatable decision-making model. [00:38:38] The Evolving Role of Senior Leadership in Strategy Execution: Jenny and Brett discuss the agility needed in strategy execution, asking better questions, and embracing AI-powered strategies for a competitive edge. [00:44:43] Quick-Fire Questions for Brett: What's your Dream With a Deadline: Brett's dream is to share his knowledge with as many people as possible on an ongoing basis. He is passionate about making information available to the community, but there is no specific deadline for this dream. Using Large Language Models (ChatGPT) for OKRs: Brett emphasizes the importance of ownership when considering the use of these technologies for OKRs. If using the tools adds complexity or creates barriers to acceptance, it may not be recommended. However, he believes that organizations will eventually need to move in this direction to succeed with OKRs. Advice for Starting with OKRs: The key advice is to keep it simple. Many OKR systems fail because they become too complex, with too many objectives and key results. It is important to ensure that every individual benefits from using OKRs and that it is not just a reporting system for the leadership team. Excitement about Advancements in Technology for Strategy Execution: Brett is excited about how these advancements allow us to challenge outdated paradigms in strategy development and execution. He believes that traditional approaches, rooted in decades-old knowledge, need to be replaced or reimagined. The new possibilities open up avenues for innovative solutions. Book(s) that Shaped Thinking: Brett recommends anything written by Edward de Bono, who focused on helping the brain become more creative. De Bono's frameworks provide ways to enhance creativity without relying on external substances. Brett also highlights that while there are many business books available nowadays, they often present methodologies as isolated silos. Recognizing the interconnectedness of concepts and joining existing ideas is crucial for creating value. Relevant links: “Can Machines Think?” Alan Turing's decades-old question The Turing Test Kasparov vs. Deep Blue  The Rumsfeld Papers: Known and Unknown The Rumsfeld Matrix Peter Drucker, the Father of Management Thinking Dr. Edward de Bono, the originator of the term Lateral Thinking About the Guest:Brett Knowles is the Founder at Performance Measurement & Management. He is a renowned thought leader with a track record of spearheading strategic execution and driving remarkable performance improvement through rapid OKR implementation. Featured in Harvard Business Review, Forbes, and Fortune for his expertise in the Balanced Scorecard.Follow Our Guest:Website | LinkedIn | YouTubeFollow Dreams With Deadlines:Host | Company Website | Blog | Instagram | Twitter

Send us a Text Message.“So a lot of what I think about when I'm doing this in an organisation is that we're not just working in an organisation, we're working with a group of people that are members of a society that are members of a species on this planet that's in trouble. And we need to make space to talk to each other about what we want this society to be, because we've gotta make decisions”Jaimes NelIn this episode you'll hear about :Front-Loading the Problem-Solving: Starting strong; intense early-stage problem-solving simplifies complex transformations.Cross-Cutting Strategies: Merging strategies across aspects; uncovers capabilities that drive transformative goals.Long-Term Visioning: Beyond short-term; envision change's ripple effects and broad context impact.Decisive Balancing of Actions: Blend top-down and ground-up, as well as narrow to wide focus for effective change management.Catalytic Conversations: Scaling via collective decisions; accelerates a shared understanding and builds more adaptable organisations.Key linksThe 4 Modes of Strategic Change https://pathventures.io/writing/4modesofstrategicchange/De Bono's thinking hats https://www.debonogroup.com/services/core-programs/six-thinking-hats/Design Thinking https://www.interaction-design.org/literature/topics/design-thinking#:~:text=Design%20thinking%20is%20a%20non,solutions%20to%20prototype%20and%20test.Dave Graeber & David Wengrow https://www.penguin.com.au/books/the-dawn-of-everything-9780141991061MCU - Marvel Cinematic Universe https://www.marvel.com/moviesSunrise Movement https://www.sunrisemovement.org/Occupy Wall Street http://occupywallst.org/Jobs to be done framework https://jobs-to-be-done.com/jobs-to-be-done-a-framework-for-customer-needs-c883cbf61c90?gi=954a91ec6435Path Ventures https://pathventures.io/About our guestJaimes Nel (https://www.linkedin.com/in/jaimesnel/) founded Path (https://pathventures.io/) in 2021 to help organisations play the long game through  design-led strategy. He began his career designing for the early web, and gone on to develop a practice applying thinking from the social sciences to strategic change.Jaimes was Head of Insight for pioneering service design agency Livework in the early years of service design practice. He's worked on service transformation for brands such as the NHS, BBC, Aviva, Johnson&Johnson, Ebay, GOV.UK / HMRC and led a transformation design team at Westpac in Australia, delivering their digital mortgage service.About our hostOur host, Chris Hudson (https://www.linkedin.com/in/chris-hudson-7464254/), is a Teacher, Experience Designer and Founder of business transformation coaching & consultancy Company Road (www.companyroad.co)Chris considers himself incredibly fortunate to have worked with some of the world's most ambitious and successful companies, including Google, Mercedes-Benz, Accenture (Fjord) and Dulux, to name a small few. He continues to teach with Academy Xi in CX, Product Management, Design Thinking and Service Design and mentors many business leaders internationally.  For weekly updates and to hear about the latest episodes, please subscribe to The Company Road Podcast at https://companyroad.co/podcast/

Cuanto le dio de bono Taylor Swift a sus camioneros? fallece Paul "Pee-Wee Herman" Reubens a los 70 años y pagarias por escuchar un playback en un concierto?. Escucha mas con Omar y Argelia 7am en Mega 96.3 Learn more about your ad choices. Visit megaphone.fm/adchoices

Hoy, 10 de Mayo, celebramos el cumpleaños 63 de Bono sentándonos a conversar sobre el regalo que él nos hizo el año pasado: su autobiografía Surrender. Pepo, Dany y Bea leyeron y escucharon #ElLibroDeBono para sentarse a discutir sus temas, sus mejores momentos, lo que más les sorprendió y lo que aprendieron sobre un tal Paul David Hewson. Un capítulo con algunos spoilers, pero no tantos. Algunos de esos momentos que comentamos: El ejercicio de la reflexión Sectas Lemmy, Pavarotti, Carrie Fisher y Bad Bunny Sandwiches de queso parmesano El momento "Huele a Peligro". Y mucho más Los invitamos a todos a guardar Surrender - The Complete Playlist, una lista de Spotify de todas las canciones que suenan en el audiolibro, que son recitadas por Bono y que dan título a cada capítulo. En U2Chile.net pueden encontrar más info para conseguir el libro a precio rebajado y como escuchar el excelente audiolibro GRATIS. Pronto se vendrán concursos, así que atentos a nuestras redes sociales. **** Y OJO, CONCURSO DE PODCAST!! Al final del capítulo hay un Easter Egg escondido. Descúbrelo, envía un mail a u2chilenet@gmail.com diciendo qué es y podrás ganar una copia de SURRENDER! **** Dennos 5 estrellas, likes, suscríbanse y todo eso. Buena onda!

Italien var det första landet där en fascistisk regim tog makten, i huvudsak med legala medel, även om gatuvåld var en viktig förutsättning. Fascisterna erbjöd ungdom, en glödande nationalism och en politik för massorna som svar på de ”gamla männens” konservatism och liberalism.De traditionella partierna klarade inte att hantera de hänsynslösa fascisterna som utnyttjade både nationalism och våld för att nå makten. Skräcken för bolsjevikernas revolution i Ryssland gjorde fascismen till ett brett alternativ bland konservativa jordägare, trängda hantverkare och små butiksägare tillsammans med arbetare.I detta avsnitt av podden Historia Nu samtalar programledaren Urban Lindstedt med Eskil Fagerström, journalist och författare aktuell med boken Fascismens födelse 1918-1926.Fascistledaren Benito Mussolini var en maktspelare som satte makten före ideologin i det nyligen förenade Italien. Han blev utesluten ur socialistpartiet för sina kampanjer att Italien skulle gå med i första världskriget. Sedan utnyttjade besvikelsen på avsaknaden av landsvinster i första världskriget, där Italien var en av segermakterna, samt rädslan för den bolsjevikiska revolutionen.Veteraner från första världskriget kom att spela en framträdande roll hos fascisterna. Och politisk teater som marschen mot Rom 1922 kom att spela en avgörande roll för hur fascisterna lyckades erövra regeringsmakten.Bild: På PNF:s kongress i Neapel i oktober 1922. Till vänster De Bono, den unge Balbo, i mitten Mussolini i svart skjorta, armbindeln på kroppen, bakom De Vecchi och kanske Michele Bianchi, till höger med fez på huvudet, Aurelio Padovani. Okänd fotograf, Public domainMusik: Anthem of The P.N.F. - "Giovinezza"Lyssna också på Italiens dramatiska enandeKlippare: Emanuel Lehtonen Vill du stödja podden och samtidigt höra ännu mer av Historia Nu? Gå med i vårt gille genom att klicka här: https://plus.acast.com/s/historianu-med-urban-lindstedt. Hosted on Acast. See acast.com/privacy for more information.

Invincible Career® is a reader-supported publication. To receive new posts and support my work, consider becoming a free or paid subscriber.He frowned and said, "That's a stupid idea. It will never work." "How do you know? We haven't even tested it yet!" He leaned back in his chair with a slightly smug look on his face. "I've been working on this product for five years. We've tested hundreds of concepts, and we tested something like this a couple of years ago. It failed."She was frustrated. "This isn't the same, and timing matters. It tested well in the lab, so I want to get more data from an A/B test." He shook his head. "I disagree. That's a waste of resources." "Well," she said. "Looks like we're at an impasse. I guess it's time to escalate this."I lost count of how many meetings I attended like this when I worked in tech. You know, the ones that were supposed to be "collaboration sessions" but turned into debates? We seem to have lost our way with team meetings. Too many arguments. Too many show-offs trying to prove how smart they are. Too many people trying to "win" instead of actually working together to reach a great outcome. Unfortunately, this type of exchange isn't uncommon in the working world. Even when we say we're going to collaborate, brainstorm, and discuss an issue in a meeting, it's actually not very collaborative. Everyone has an opinion, emotions run high, and people get stuck on their pet theories. It becomes a debate to see who can persuade the other that they are right — or force them to back down through intimidation tactics. It's probably true in every profession and industry, but boy oh boy, do we ever love to argue in Silicon Valley! Almost every meeting felt like a debate with one or two literal geniuses in the room (just to make sure you felt like an inferior little monkey). So many of us love to argue, demonstrate how smart we are, and crush our competitors in debates. I'm not saying I was above it all. I competed in debate and persuasive speaking when I was younger. As my wife will tell you, I kind of enjoy arguing. I don't take it personally. It's strangely fun for me. However, as much as some of us might enjoy these confrontational discussions, it's not the most effective way for teams to work together toward a common goal. When everyone is trying to win, the team often loses. Even in the healthiest of collaborative sessions, the full cognitive horsepower isn't fully aligned to drive the process forward in the same direction at the same time. * One person proposes a creative idea.* Another person starts shooting it down. * Someone else tries to share useful data they think might help the discussion. * Yet another person says the idea doesn't "feel right."* And, someone else in the room is already at the whiteboard trying to share a completely different idea. What if everyone's thinking process was aligned so the team was rowing in the same direction at the same time? What if people stopped viewing each other as opponents and competitors sitting across the debate table? What if we joined each other side by side and felt like partners working together on an issue? Not us vs. them. Instead, it becomes us vs. the problem. With parallel thinking, you don't stop and debate every point as it is made (unlike traditional meetings). It reminds me a bit of writing. It's a slow, laborious process when people try to write and edit at the same time. They barely get any work done. But, if you separate the two activities, you can get into a creative flow state. Write and let the ideas stream onto the screen with no judgment, no editing, no stopping to fix misspellings or grammatical mistakes. Then, once your writing session is finished, return to the document later to edit and revise it. Imagine working together to be creative at the same time, positive at the same time, and look for issues at the same time. No more competing across the table for things you want vs what they want.I worked in traditional 9-5 hourly jobs with the usual bosses and coworkers for about 10 years before I entered graduate school (and everything changed). For the most part, these jobs were not high-stress jobs, although there were some tense moments as a police dispatcher. Most of the folks I worked with treated a job as a job, not a career. People worked just hard enough. I even had veteran employees tell me to, “Slow down and take it easy. You still get paid the same. Don't make anyone else look bad.” There wasn't much competition at all, and promotions were kind of rare. In my experience, you got promoted simply by sticking around long enough. Staff turnover was incredibly frequent. I became "Delta 47” when I stayed long enough to become the shift supervisor. We were all friends and working in the trenches together.The salaried corporate world was so very different. When I joined that experience about 30 years ago, I discovered it was much more competitive. * So many arguments about who was right or wrong. * Trying to persuade others to your point of view.* People deliberately withholding information as a power play. It seems like the spirit of true collaboration was missing. It was more like coopetition. We cooperated enough to get work done, but no one could forget the underlying competition for:* Resources* Power* Visibility* Credit* Bonuses* Raises* PromotionsThe higher purpose of what we were doing was lost, too. If individuals, teams, and organizations are all competing on some level and to some degree, what an unfortunate loss of energy and focus that is. Energy that could be aligned to do amazing things for customers and humanity. I'm going to use two different metaphors to describe what the true spirit of collaboration might look like for your teams and companies (i.e., tables and hats). This is inspired by two sources that have stuck in my mind ever since I encountered them:* Sitting on the Same Side of The Table: The Art of Collaborative Selling by Michael Levin.* Six Thinking Hats by Dr. Edward de Bono (my affiliate link).I'm going to start with the “table concept” because it's a simple mindset shift and approach. I should say simple to understand, but not always simple to do, of course. 1. Sit on the same side of the tableI think I first heard the phrase "Sit on the same side of the table" many years ago from Jason Calacanis, an angel investor. Since then, I've learned that there's a great book on sales written by Michael Levin called Sitting on the Same Side of The Table: The Art of Collaborative Selling. The idea is to shift from a hardcore negotiation style (i.e., facing each other across the table) to sitting side-by-side with your customer while you work out solutions that are good for both of you.The current world of Zoom meetings forces us into meetings where it appears as if we are across from one another. But, think back to the last meetings you had in a physical room. If it was a confrontational meeting and you expected some debate and argument, you probably sat in chairs across the table from the folks on the other side of the issue. I know that most of my tense meetings were like that. We certainly didn't sit next to each other.However, I remember deliberately experimenting with this seating arrangement in one critical meeting with the head of product from another organization. There had been some tension between our teams, and disagreement about the direction our products were going and how they interacted.I wanted the meeting to be a collaborative session instead of combative. So, when I entered the conference room, I sat next to them on the side of the table by the whiteboard. It was funny. They pulled back a little and looked at me with surprise. But I said, "I want to sketch some concepts on the whiteboard and show you a prototype on my laptop."I was completely transparent about the goals. I wanted the solution to be something we agreed upon and would end up being a win for both of us — with the ultimate win being for the company if it worked for both of our products. The session was pretty amazing, and it changed the nature of our relationship from that day forward. No, we didn't become best friends. But I like to think there was mutual respect, and they actually went out of their way to meet with me many months later and share some helpful advice.There is incredible power in solving a problem together vs. being opponents facing each other on opposing sides of the table. Literally, in person. Figuratively, online.2. Wear the “same hat”I learned about this collaboration and decision-making model in Dr. Edward de Bono's book. Thank you for introducing me to this book, Justin!"The main difficulty of thinking is confusion. We try to do too much at once. Emotions, information, logic, hope, and creativity all crowd in on us. It is like juggling with too many balls."- Edward de BonoIt's all about being in the same thinking mode at the same time vs. the typical opposing mindset of disagreement and argument. You all are creative at the same time. You all look for flaws at the same time. Stay in that mode together until it's time to switch.* White hat: neutral and objective, concerned with facts and figures.* Red hat: the emotional view.* Black hat: careful and cautious, the "devil's advocate" hat.* Yellow hat: sunny and positive.* Green hat: associated with fertile growth, creativity, and new ideas.* Blue hat: cool, the color of the sky, above everything else - the organizing hat.Now, some people love this concept, and some are not fans. If everyone isn't fully on board with the process, it won't work. If psychological safety is absent in the organization, it won't work."Team psychological safety is a shared belief held by members of a team that it's OK to take risks, to express their ideas and concerns, to speak up with questions, and to admit mistakes - all without fear of negative consequences." (source)The power of the "Thinking Hats" approach is to make sure everyone is collaborating on a problem in the same mode at the same time. Instead of arguing, debating, and defending your ideas or point of view against your colleagues, you talk about the problem in a collaborative way as you view it from the same perspective at the same time. Imagine viewing a large, complex building from the outside. If each person is on a different side of the building, what you think you're seeing and how you would describe it is very different from everyone else. But, if you all come together and visit each side of the house at the same time, you now have a shared perspective and can have a great conversation about what it is. This is referred to as “parallel thinking” in the book. It's constructive collaborative thinking vs. adversarial thinking. It's sharing everything together in the most open and honest way possible to ensure everyone has all of the information required to produce the best possible outcome. You don't withhold information that could help simply because you're “trying to win” and don't want to share relevant data that might help your opponent. Parallel thinking aligns the team fully with one thinking approach at the same time, viewing the problem from the same perspective simultaneously. You are not opponents. It is not you vs. them. It is all of you vs. the problem. The colored hats are quick cues to move into a specific mode of thinking, communicating, and sharing. De Bono makes the point that the language we usually use to talk about emotions, negative consequences, creativity, etc. is insufficient and has some baggage (e.g., people are reluctant to fully share their personal feelings about an issue with their boss). The hats make the exercise more objective and not about the individual. For example, you're not being negative. You're simply sharing Black Hat thinking and objectively pointing out things that might go wrong with a proposed course of action. I'll briefly summarize each of the hats. But, this barely covers what is available in his book. Blue hat modeUsually, the group assigns one person to act as the "blue hat." They play the role of facilitator/moderator: * They set the stage for the discussion (e.g., state the purpose of the meeting, identify the issue or problem, describe the desired outcome for the session). * They share the proposed agenda with the sequence of using some or all of the hats as they work on an issue (e.g., “Let's start with some red hat to get everyone's feelings on the issue. Then, we'll move into white hat and share all of the data and information we have. After that, I'd like to move into green hat and start generating some new ideas for how we might solve the problems.”). * They will remind participants to stay in a specific mode of thinking (e.g., “Tom, that's black hat thinking and we're still in the yellow hat part of the discussion. Save that for later, ok?”). * At the end, the blue hat asks for the outcome and talks about next steps (e.g., “So, we all agreed that this is the best course of action. Next steps, lets loop in the rest of the team to start planning the work on this new strategy.”). White hat modeIn white hat mode, you share the information and data you have with your colleagues, but without any emotional interpretation or bias. What is actually happening? Not what you imagine is happening. Not how you feel about it. Everyone puts all the facts on the table together, while striving to be neutral and objective. Unlike most meetings, everyone should share every bit of information and data they are aware of, even if it doesn't support their personal agenda. * No emotional reactions.* No arguing about the data.* No debating a piece of information. * No judgment of the facts. * Think "Mr. Spock."Red hat modeIn typical business discussions, you're not supposed to allow your emotions to cloud your judgment. You try to avoid becoming heated during a debate. The first person to lose their cool loses the argument, right? Well, believe me, emotions do run high in business meetings. But, it's often not a shared experience and it's rarely constructive. It's hard to feel safe and creative when an executive is cursing, shouting at you, and threatening you. Ask my friend how it felt to have a laptop tossed at them… The red hat mode allows everyone in the meeting to safely express feelings, emotions, and intuition. There is no need to explain or justify feelings. What people sense or feel is always valid while in this mode of thinking and sharing. Note: this part of the session doesn't take very long. It's a “gut check” moment and gives people a chance to express things without the dispassionate sharing of data (white hat), a demand for positivity (yellow hat), etc. Black hat modeBlack hat mode is going to feel very familiar. It seems to be the go-to activity for many people in meetings. I'm sure you've worked with several folks who almost immediately shoot down any idea and are happy to explain why something will never work. I sure have! It is a valid and useful thinking activity (just ask your Legal team), but it is so much more effective when everyone agrees to be in that mode at the same time vs. debating and arguing throughout the entire meeting. * The black hat is about caution and survival. * You can identify things that might be unprofitable, unethical, destructive, dangerous, illegal, etc. * Discuss the potential downside, risks, flaws, weaknesses, and concerns. * What could go wrong? * How will we react if something goes wrong?Black hat is incredibly useful for planning and coming up with contingency plans, too. But, the magic of the process is that you engage in this type of thinking together and at the right time in the meeting, instead of constantly derailing a productive discussion. Yellow hat modeThe optimistic mode of the yellow hat is kind of fun. It is especially enjoyable to watch one of your colleagues — who is usually quite negative about everything — suddenly start sharing positive examples of potential benefits, value, and opportunities. Again, the magic is that everyone in the room is engaging in positive thinking at the same time. When is the last time you experienced that? It's a good idea to consider probabilities and reality even in this mode. Sure, it would be nice if a knight rode up on a unicorn and handed your team a billion-dollar budget, but it's highly unlikely. Some examples: * What is our vision of the future? * What are the opportunities ahead of us? * What does success look like?* How does the future change if we succeed?* What are the ways this could work out well for us? * How will this change people's lives for the better? * How could we improve this even more? Green hat modeIf you've ever attended a brainstorming session, you're familiar with wearing the green hat. If you had an excellent facilitator, they ensured that everyone stayed in the mode of generating new ideas before debating, arguing, or trying to interrupt someone's creative flow. * What is possible? * How can we disrupt the industry? * How far can we push things? * What new ideas do we have? * What is your wildest suggestion? * What are the alternatives? * How can you build on someone else's idea? * What course of action could we take to make this happen? Note: I want to point out that not everyone can be put on the spot in a meeting and immediately let loose with creative ideas. Some of us — myself included — need time to be alone, think, and let things flow and simmer a bit. I recommend you give your colleagues time to prepare for a proposed brainstorming meeting, know the agenda, review the data and information available, and generate some ideas on their own before coming to a green hat session to share and develop them together. I know this was a lot to digest! Check out the book (Six Thinking Hats ) if you'd like to learn more about how to apply this methodology to your own team discussions. Becoming allies, not competitorsFirst, let me be clear about something. You need a reasonably healthy culture — both company and organization — and psychological safety to open up and embrace the Six Thinking Hats methodology. You will fail if others refuse to commit to the process. You will fail if you don't feel safe being completely honest and transparent with the information you have. It's hard to be open and vulnerable if your colleagues simply take advantage of it to go for the kill and take the win. However, if your team really does want to find a better way to collaborate, work together, and make decisions, there is hope. Introduce them to the book and the process. Start experimenting with it in your meetings. Take note of how it, hopefully, improves the quality of your discussions and outcomes. Work can feel pretty amazing when your coworkers are genuinely your partners seeking the best outcomes (i.e., you're on the same side of the table). I've had this experience in small startups. It feels magical to be aligned with a common goal and no hidden agendas. Have you tried this approach in your organization before? I'd love to hear about your experiences in the comments! This week's professional development challenge⭐ Define Your Professional Brand This exercise is about defining your professional brand. What do you want people to remember about your work reputation? What do you wish people would say about you when you're not in the room? Capture a list of attributes you believe define who you are and how you want people to see you. Hi, I'm Larry Cornett, a Personal Coach who can work with you to optimize your career, life, or business. My mission is to help you take complete control of your work and life so you can become a more “Invincible You.” I currently live in Northern California near Lake Tahoe with my wife and our Great Dane. I still believe I might grow up to be a beautiful butterfly one day. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit newsletter.invinciblecareer.com/subscribe

There's a saying: “If you want a new idea, read a history book.” That might be true 95 percent of the time, but for the remaining five percent of the time, particularly when looking for problem-solving techniques, the solution might demand a completely new approach. Lateral thinking is the idea of entering from the side door, flipping the problem on its head, and spitballing completely new solutions. On this week's podcast, we discuss how to apply this technique to your life. Listen and learn: Why innovation seems to have reached a lull How to break free from your siloed information feed What if everything you assumed was wrong or misguided? What if the solution to your current problems was easy, obvious, and simple? Links Paul's Site ABOUT OUR GUEST Paul Sloane is a UK-based author, speaker, and consultant, specializing in innovation and creative thinking. He has written several books on these topics, including: Lateral Thinking Puzzlers, The Leader's Guide to Lateral Thinking Skills, and De Bono's Thinking Course. Like the Show? Leave us a review Check out our YouTube channel Visit www.yogabody.com

Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. As Scrum Masters, we operate at different levels. From the individual, to the team, to the organizational level and others! That means, Scrum Masters must be able to switch between the different levels, and keep different goals and methods in mind. In this episode, we discuss how we can acknowledge, and prepare for the different demands put on us. We discuss coaching, non-directive coaching, journaling as a technique to sharpen our senses, and the need to have a sparring partner, or even a coach to help us be more aware and deliberate in our work.  Featured Retrospective Format for the Week: The 6 Thinking Hats retrospective The 6 thinking hats by De Bono, is a book that explains that we have different ways to look at work, and problems we face. The 6 thinking hats retrospective helps us take advantage of the different types of thinking that we have in the team, and focus the team on what they can influence, rather than trying to solve all kinds of problems, many of which are outside the influence of the team.  Retrospectives, planning sessions, vision workshops, we are continuously helping teams learn about how to collaborate in practice! In this Actionable Agile Tools book, Jeff Campbell shares some of the tools he's learned over a decade of coaching Agile Teams. The pragmatic coaching book you need, right now! Buy Actionable Agile Tools on Amazon, or directly from the author, and supercharge your facilitation toolbox!  About Omar Perez Omar is an Agile Coach from Barcelona who currently supports distributed teams that build data products to enable their company to be genuinely data-driven. He has had many previous lives as a design thinker, market analyst, communication consultant, project manager and startup founder. He aspires to become a “peopleware” expert.   You can link with Omar Perez on LinkedIn. 

08 29-11-22 LHDW La experiencia de Javi y Aitor en la actuación de Bono de U2 en Madrid. Conoce la aplicación Guppy de coches para facilitar la circulación en las ciudades

Amb Rosanna Lluch de Llorens Llibres conversem sobre els darrers títols literaris i en destaca dues biografies, la de Francesc Cambó de Borja de Riquer i la del cantant Bono d'U2, en aquest cas una autobiografia centrada en quaranta cançons del grup irlandès. L'entrada Els llibres: Francesc Cambó, l’últim retrat i Surrender, l’autobiografia de Bono, els títols de la setmana ha aparegut primer a Radio Maricel.

TwoSistas and it's TrendingThursday @ Night with Naz De Bono Naz is a personal trainer, health coach and the CEO and Founder of XALI. (XALI is a wellness company for women, by women. Xali is a new holistic health platform, led by emotion and intuition, designed specifically for women experiencing biological changes.) There comes a certain time in a woman's life where “things” start happening. As Naz describes, “it's not menopause; it's metaphorsis.” This became very apparent to her where she undertook to redefine and discover what so many women are going through. Naz began her research in Australia and came up with interesting stats. There is a stigma associated with women experiencing symptoms connected with peri and menopause - about 64% of those women that participated in the research did not seek help while 21% reported ‘it was just part of getting older' and did not know that there was anything that could help them. About 39% just felt that they would ‘live with the symptoms' they experience. This made such an impression on Naz; she knew she had to do something more! She started her business ReDux and just like menopause, her company went through a metamorphsis and XALI was born! A tribe of women, an evolution, a new beginning! “It's time to reconnect to your power!” How will you reconnect with your power? To connect with Naz further and to find out more about “XALI”, please check out her website and other various social media platforms: https://xali.com.au https://instagram.com/thexalimovement?igshid=NWRhNmQxMjQ= https://www.facebook.com/thexalimovement This is one of those podcasts that we will certainly listen to again (yes; we listen to our own podcasts!) Naz poured out her heart and soul and you know without a doubt, that if you were ever to make a change or go through a change, you have a tribe of women with you along the way! Let us know what you thought of today's episode. Please go to our website and leave us a voice message: www.TwoSistas.online

La falta de cultivos y el aumento en los precios de las materias primas pone en alerta al gremio de panaderos del país.See omnystudio.com/listener for privacy information.

PARP Inhibition in the Management of Prostate Cancer — Where We Are and Where We're Headed — Faculty Presentation 1: Optimal Integration of PARP Inhibitor Monotherapy into the Management of Metastatic Castration-Resistant Prostate Cancer — Prof Johann de Bono CME information and select publications

Entre Nice et Monaco, le petit village haut perché d'Èze est devenu le pays d'adoption de Bono, depuis 1989. Rapidement suivi par deux autres membres de U2, les artistes ont leurs petites habitudes, entre les réunions de travail au bord de l'eau, les virées entre amis et leurs vies de famille bien rangée. Comment Bono est-il tombé amoureux de cette région ? Hugo Amelin livre les folles anecdotes de la star du rock entre invités prestigieux et adresses préférées... "Focus" est un podcast d'actualité quotidien. Du lundi au vendredi, Focus prend un peu de temps, un peu de champ, pour mieux comprendre ce qui se passe autour de nous, mieux comprendre notre époque, grâce aux reporters, correspondants et experts de RTL.

REDES PODCAST: https://www.youtube.com/channel/UCUWwPM4e_WYY3Pxd13-oGMA https://www.instagram.com/pasalopodcast/ https://twitter.com/PasaloPodcast REDES CARLOS: https://twitter.com/ibrahimcarlos7 https://www.facebook.com/cfigueroasoto0695 https://www.instagram.com/carlosfigueroaa6/ REDES LUIS: https://twitter.com/luisorriols

La semana comienza con un Discoforum dedicado al gran Bono, de U2, que nacía el 10 de mayo de 1960.

Used successfully by thousands of business managers, educators, and government leaders around the world, Six thinking hats is a model that allows your brain to go through practical and unique approaches to make decisions and explore new ideas. Six thinking hats also depersonalise arguments and allow teams to work collaboratively. Named by Dr De Bono as ‘Parallel Thinking', this method enables each person to look at all sides of a situation and fully explore the subject before coming to a mutual decision. The emphasis here is not on who wins and who loses but on designing a path forward for everyone. In this book, Dr De Bono unscrambles the thinking process with his six thinking hats:WHITE HAT: neutral and objective, concerned with facts and figuresRED HAT: the emotional viewBLACK HAT: careful and cautious, the devil's advocate hatYELLOW HAT: sunny and positiveGREEN HAT: associated with fertile growth, creativity and new ideasBLUE HAT: cool, the colour of the sky, above everything else-the organising hatThrough case studies and real-life examples, Dr De Bono offers a simple tool that may provide you with clearer thinking, improved communication and greater creativity to make better decisions. See acast.com/privacy for privacy and opt-out information.

Emma explores teaching 10-20 years ago: was it all VAKing, brain gym and De Bono's hats? 

I help people to find their purpose, build confidence in themselves and realize their true potential. Check out my free training: https://www.thinkernick.com/training In this Episode we talk about how to best understand risks in everyday life. What questions should be asked when you are faced with a risk. We look at the MAT in risk taking and dive into the biggest challeges and risks that businesses face today. We discuss the different frameworks that people can use for assessing risks using De Bono's methododlogy. The PMI or Plus Minus Interesting Framework and the consequeces and sequals framework. We reflect on the AGILE methos and the lean start up's concept called launch and learn. Nick discusses his experience and learnings from the podcast. We look at the biggest risks we have taken in life and briely touch on emtional risk, physical risk and economical risk. --TIMESTAMPS-- 0:00 - Introduction 1:38 - What is a risk? 2:22 - What questions should you ask yourself when taking a risk? 5:04 - Risk and personal harm 7:04 - What are the biggest risks that businesses face today? 9:32 - Risk Appitite 13:23 - Risk Tolerence 15:09 - Is there a framework you can use to assess risks? 16:09 - PMI(Plus Minus Interesting) 18:45 - Consequences and Sequels Framework 19:40 - Challenege with risk when it comes to entrepreneurship 21:40 - AGILE approach in software development 24:13 - Nick's learnings 24:52 - What is the biggest risk you have ever taken? 28:45 - Outro Check Out our other episodes here:

I help people to find their purpose, build confidence in themselves and realize their true potential. Check out my free training: https://www.thinkernick.com/training In this Episode we discuss the world renound 6 thinking hats methodology that was developed by the late Edward De Bono. Nicola explains the difference between adverserial thinking and parallel thinking as well as how you can apply the 6 hats to everyday life. Finally we end off with information on where our viewers or listeners can find information or get trained on the 6 hats. --TIMESTAMPS-- 0:00 - Introduction 1:40 - What are the 6 Thinking hats 3:20 - Adverserial Thinking 6:00 - Parallell Thinking 8:00 - Nicks Experience with Hats 9:40 - Do the Hat Have to Be in a particular order 11:58 - Can You Apply This to Everyday Life 13:20 - The Hats 16:08 - Nicks Learnings 16:38 - How Can We Apply This at Work 18:40 - Where Can We Learn the Thinking Hats 1 9:20 - Outro Check Out our other episodes here:

Chaos and uncertainty has become the new normal and, as a result, we find ourselves at the beginning of the learning curve to cope. In this episode, Bobn'Joyce suggest strategies to not only survive, but thrive when chaos and uncertainty exist. You will get: * 7 clear strategies to navigate tough times * Why being in the ‘murky middle' is an opportunity to create and innovate * The power of storytelling and taking the long view in providing perspective and hope * Leadership's role in combating fear, calling-out unrealistic expectations, and providing context to get people unstuck * How to use de Bono's lateral thinking to uncover solutions in murky times * Ways to create smooth edges and open-up thinking when all seems hopeless Get ready to be uncomfortable so make sure to have a snack, and soothing beverage as you listen.

"The Six Thinking Hats" er en perspektiv-øvelse oppfunnet av den kjente legen, forfatter og oppfinneren Edward de Bono, som har skrevet en bok om samme tema og er mannen bak lateral tenkning. Hvor han definerer en teknikk for problemløsning hvor en nærmer seg problemene indirekte og fra ulike vinkler i stedet for å konsentrere seg om en direkte tilnærming. Dvs. budskap som stimulerer mottakeren til å bruke både høyre og venstre hjernehalvdel samtidig.   Further learning The Model Health Show Episode #318 Thinking Faster and Better Silverstein, D., Samuel, P., & Decarlo, N. (2009). The Innovator's ToolKit: 50 Techniques for Predictable and Sustainable Organic Growth. Wiley. De Bono, E.  (1985). Six Thinking Hats: An Essential Approach to Business Management. Little, Brown, and Company.  

La ministra de Desarrollo e Inclusión Social, Silvana Vargas, también dijo que el Gobierno trabaja con los sectores público y privado y la sociedad civil para garantizar el abastecimiento a ollas comunes y comedores populares.

Los beneficiados con el bono de 380 soles que cobran desde ayer en el Banco de la Nación solo pueden acudir a la agencia designada, ya que no tienen tarjeta para retirar el dinero en cajeros, informó Roberto Quiroz, gerente de relaciones institucionales.

Ministra de Desarrollo e Inclusión Social, Ariela Luna, dijo a RPP que se prepara el mecanismos para ampliar la entrega del subsidio a medio millón de hogares de personas vulnerables que trabajan de forma independiente.

Ministra de Desarrollo e Inclusión Social, Ariela Luna, dijo a RPP que se prepara el mecanismos para ampliar la entrega del subsidio a medio millón de hogares de personas vulnerables que trabajan de forma independiente.

Los beneficiados con el bono de 380 soles que cobran desde ayer en el Banco de la Nación solo pueden acudir a la agencia designada, ya que no tienen tarjeta para retirar el dinero en cajeros, informó Roberto Quiroz, gerente de relaciones institucionales.

La ministra de Desarrollo e Inclusión Social, Silvana Vargas, también dijo que el Gobierno trabaja con los sectores público y privado y la sociedad civil para garantizar el abastecimiento a ollas comunes y comedores populares.

El Gobierno dispuso una cuarentena hasta el 14 de febrero en 10 regiones. A las familias que viven en las zonas afectadas se les entregará un bono de 600 soles.

El Gobierno dispuso una cuarentena hasta el 14 de febrero en 10 regiones. A las familias que viven en las zonas afectadas se les entregará un bono de 600 soles.