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2 episodes with Organizational studies
2 episodes with Organizational studies
2 episodes with Organizational studies
2 episodes with Organizational studies
2 episodes with Organizational studies
2 episodes with Organizational studies
2 episodes with Organizational studies
2 episodes with Organizational studies
2 episodes with Organizational studies
Greetings & welcome back to the podcast. This episode we are joined by Mrs. Amber Kanwar – host of the In the Money Podcast - a video podcast where Amber sits down with a top portfolio managers to deliver insights & advice on investing to everyday investors. New episodes are out every Tuesday and Thursday, and are available on YouTube, Apple, Spotify or wherever you get your podcasts. Prior to launching the In the Money Podcast, Mrs. Kanwar spent ~15 years at BNN Bloomberg where she interviewed hundreds of portfolio managers, CEOs, political leaders and newsmakers - working her way up from intern, to segment producer and anchor.Mrs. Kanwar also earned a masters of journalism degree at Ryerson University, and a Bachelor of Management & Organizational Studies at Western University. Among other things we discussed Building a New Media Company, the Art of Conversation & 15 Years at BNN.Enjoy.Thank you to our sponsors.Without their support this episode would not be possible:Connate Water SolutionsATB Capital MarketsBroadbill EnergyJSGEPACAstro Rentals Support the show
Lisa Blanton brings over 30 years of experience in corporate leadership roles such as COO, CFO, and CHRO, and 13 years as the owner of an architectural engineering firm before founding Austin Alliance Group in 2018. Her expertise spans strategy, integration, and building strong people relationships, with a focus on driving exceptional results across financial, operational, and organizational aspects of business.Throughout her career, Lisa has consistently guided leaders in building effective business functions—operations, finance, accounting, and human resources—while empowering them to focus on delivering outstanding products and services. She is passionate about helping leadership teams cultivate thriving organizations by creating environments that inspire excellence and foster a positive culture.Lisa equips leadership teams with simple yet effective tools to achieve clarity, alignment, and cohesion. Her approach ensures teams execute their vision with focus and discipline while cultivating healthy and collaborative dynamics that drive success.Dedicated to giving back to the HR profession, Lisa serves as Co-Director of Certification for Texas SHRM and has played an instrumental role on the board of SHRM Austin. Her leadership includes positions as Treasurer, Co-VP of Conference, President-Elect, President, and Immediate Past President, where she provides advisory guidance to volunteer HR leaders.Lisa holds a Senior Certified HR Professional (SHRM-SCP) certification, a Training and Facilitation certification from the Association for Talent Development (ATD), and an MBA in Organizational Studies. Outside of her professional endeavors, Lisa enjoys cheering on Texas A&M sports, traveling, and unwinding solving true crime stories from her recliner.Guided by her core values—help first, do the right thing, keep promises, grow or die, and be humbly confident—Lisa specializes in strategic planning, ownership transition, change management, operations, HR management, professional development, and management advising.Links:Website: https://austinalliancegroup.com/LinkedIn: https://www.linkedin.com/in/lisawatryblanton/
Send us a textJayne Amelia speaks with former foster youth and now child advocate Dr. Danisha Keating. In this conversation, Danisha shares her challenging journey from being a child in the foster care system to earning her PhD. She discusses the significant obstacles she faced, including experiencing homelessness from ages 18 to 24, moving frequently, and dealing with an unsupportive family. Danisha recounts her educational journey that began with difficulty completing her bachelor's degree, which took eight years due to numerous hurdles. She also talks about her familial background, being one of eleven children in a family that eventually separated, and the challenges of being an older sibling thrust into a caretaker role. Danisha reveals the continuous battle of having her intellectual property stolen and being labeled a 'problem' by various authorities. Yet, she remains dedicated to advocating for foster youth and educating others about the complexities and needs of those in the foster care system. Dr. Keating's story highlights the importance of recognizing individual struggles and accomplishments of foster youth, showing that everyone's journey and needs are unique.Danisha calls herself a "boot-strap girl" who knows what it means to have GRIT, find purpose, and making a name for herself. She is a public speaker and author of two best selling books, "Taking My Voice Back" and "From Foster to PhD". She holds a bachelor's in Psychology, a master's in Leadership and Organizational Studies, and a PhD in Psychology. She also has a background in trauma informed practices and foster care. She believes in empowering others to find their purpose, on purpose, and to get back into the ring. Danisha has been featured in Women's Journal, Wall Street Times, KFrog & more. Please visit danishakeating.comdkeducationconsulting.comFrom Foster to PhD: Letters from a SuitcaseSee bonusbabies.org to learn more about what we are doing and please donate to support us by making a 100% tax-deductible contribution. EVERY PENNY OF YOUR CONTRIBUTION GOES TO RECORDING AND PLATFORMING THESE STORIES. Yeah!IG@bonusbabiespodcastTW@BonusBabiesPodFB@BonusBabiesPodcast
How is the Carlsbad Educational Foundation reshaping the future of education? What innovative projects are transforming classrooms today? Join me as I sit down with Laura Pitts, the dynamic CEO of the Carlsbad Educational Foundation, to explore these questions and more.In this episode of "Carlsbad: People, Purpose and Impact," Laura shares her inspiring journey from Ann Arbor, Michigan, through her academic pursuits at the University of Michigan and Purdue University Global, to her impactful role in education in California. Discover how her early career in field hockey coaching and substitute teaching paved the way for her leadership at Kaplan College and eventually led her to Carlsbad.Laura passionately discusses the foundation's mission to support Carlsbad Unified School District students by funding music, STEAM, and innovative educational programs. Learn about the unique before and after school care program that fuels these initiatives and the exciting new teacher grant program fostering creativity in classrooms.We also delve into the foundation's community engagement, from its vibrant annual gala to partnerships with local giants like ViaSat and Nordson. Plus, Laura shares insights into her personal life, her love for field hockey, and her family's role in education.Tune in to discover how you can make a difference in Carlsbad's educational landscape. Whether through donations, gala participation, or corporate partnerships, your support is crucial in enriching students' experiences. Don't miss this inspiring conversation!Laura Pitts' Bio:Laura Pitts has served as the CEO of Carlsbad Educational Foundation since October 2020, leading the organization's efforts to provide critical funding and enrichment opportunities for students in the Carlsbad Unified School District.A Michigan native, Laura relocated to California in 2009, bringing with her a passion for education and community development. Prior to her role at the Foundation, Laura built an impressive career in the for-profit educational sector. She worked with students of all ages, managed a tutoring program for elementary students, and served as campus president for Kaplan College. Her dedication to education is underscored by her commitment to helping students achieve their potential and fostering partnerships with passionate educators.Laura holds a Master of Business Administration (M.B.A.) from Purdue University Global and a Bachelor of Arts (B.A.) in Organizational Studies from the University of Michigan. Her educational background equips her with a strong foundation in leadership and organizational development, which she applies to advancing the Foundation's mission.Outside of her professional life, Laura enjoys spending quality time with her husband and their two rambunctious young boys, both students in the Carlsbad Unified School District.Connect with Laura:LindIn: Laura Stinson Pitts Did this episode have a special impact on you? Share how it impacted youCarlsbad Podcast Social Links:LinkedInInstagramFacebookXYouTubeSponsor: This show is sponsored and produced by DifMix Productions. To learn more about starting your own podcast, visit www.DifMix.com/podcasting
Anjie chats with Dr. Michael Schwalbe and Dr. Geoff Cohen. Michael is a postdoctoral fellow at Stanford University, from which he also received his PhD in social psychology. Geoff is a Professor of Psychology and the James G. March Professor of Organizational Studies in Education and Business at Stanford University. His research examines the processes that shape people's sense of belonging and self-concept, and the role that these processes play in various social problems. In this episode, Michael and Geoff shared their most recent work on biases we have when consuming political news: people were more likely to believe and share news aligned with their political beliefs, compared to news that was true, even when the headlines were outlandishly fake. They also talked about the implications of these biases for democracy, misinformation, and how we might counteract our own tendencies to favor agreeable but untrue information. Michael & Geoff's paper: https://psycnet.apa.org/fulltext/2025-33892-004.htmlStanford Report's coverage on the paper: https://news.stanford.edu/stories/2024/10/new-study-shows-that-partisanship-trumps-truthMichael's Linkedin: https://www.linkedin.com/in/michaelschwalbe/Geoff's lab website: http://cohenlab.stanford.eduGeoff's personal website: https://www.geoffreylcohen.com/bio Anjie's: website: anjiecao.github.ioAnjie's Twitter @anjie_cao Podcast Twitter @StanfordPsyPodPodcast Substack https://stanfordpsypod.substack.com/Let us know what you thought of this episode, or of the podcast! :) stanfordpsychpodcast@gmail.com
In this episode: Dr. Jeremy Lucabaugh, Tom Bradshaw, Lee Crowson, Dr, Martha Grajdek, Emi Barresi, Rich Cruz Visit us https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an Open-Mic Event: https://www.seboc.com/events References Bengio, Y., Hinton, G., Yao, A., Song, D., Abbeel, P., Harari, Y. N., ... & Mindermann, S. (2023). Managing AI risks in an era of rapid progress. arXiv preprint arXiv:2310.17688. Milton, J., & Al-Busaidi, A. (2023). New role of leadership in AI era: Educational sector. In SHS Web of Conferences (Vol. 156, p. 09005). EDP Sciences. Pavaloiu, A., & Kose, U. (2017). Ethical artificial intelligence-an open question. arXiv preprint arXiv:1706.03021. Sastry, G., Heim, L., Belfield, H., Anderljung, M., Brundage, M., Hazell, J., ... & Coyle, D. (2024). Computing Power and the Governance of Artificial Intelligence. arXiv preprint arXiv:2402.08797. Quaquebeke, N. V., & Gerpott, F. H. (2023). The now, new, and next of digital leadership: How Artificial Intelligence (AI) will take over and change leadership as we know it. Journal of Leadership & Organizational Studies, 30(3), 265-275.
Social loafing is a phenomenon that is becoming more prevalent in today's workplace. In this episode, I discuss social loafing and provide mitigating tips.ReferencesAggarwal, P., & O'Brien, C. L. (2008). Social loafing on group projects: Structural antecedents and effect on student satisfaction. Journal of Marketing Education, 30(3), 255-264.Alnuaimi, O. A., Robert, L. P., & Maruping, L. M. (2010). Team size, dispersion, and social loafing in technology-supported teams: A perspective on the theory of moral disengagement. Journal of Management Information Systems, 27(1), 203-230.Bennett, N., & Naumann, S. E. (2005). Understanding and preventing shirking, job neglect, social loafing, and free riding. In R. E. Kidwell& C. L. Martin (Eds.), Managing Organizational Deviance (Vol. 1, pp. 113–130). Sage. Chidambaram, L., & Tung, L. L. (2015). Is out of sight, out of mind? An empirical study of social loafing in technology-supported groups. Information Systems Research, 16(2), 149-168.George, J. M. (1992). Extrinsic and intrinsic origins of perceived social loafing in organizations. Academy of Management Journal, 35(1), 191–202. Jia, H., Jia, R., & Karau, S. (2019). Cyberloafing and personality: The impact of the Big Five traits and workplace situational factors. Journal of Leadership & Organizational Studies, 20(3), 258-279.Karau, S. J., & Williams, K. D. (2021). Social loafing: A meta-analytic review and theoretical integration. Journal of Personality and Social Psychology, 65(4), 681-706.Liden, R. C., Wayne, S. J., Jaworski, R. A., & Bennett, N. (2014). Social loafing: A field investigation. Journal of Management, 30(2), 285-304.Monzani, L., Ripoll, P., Peir., J. M., & Van Dick, R. (2014). Loafing in the digital age: The role of computer mediated communication in the relation between perceived loafing and group affective outcomes. Computers in Human Behavior, 33, 279–285. Mulvey, P. W., & Klein, H. J. (1998). The impact of perceived loafing and collective efficacy on group goal processes and group performance. Organizational Behavior and Human Decision Processes, 74(1), 62–87.Pearsall, M. J., Christian, M. S., & Ellis, A. P. J. (2010). Motivating interdependent teams: Individual rewards, shared rewards, or something in between? Journal of Applied Psychology, 95(1), 183–191. Price, K. H., Harrison, D. A., & Gavin, J. H. (2006). Withholding inputs in team contexts: Member composition, interaction processes, evaluation structure, and social loafing. Journal of Applied Psychology, 91(6), 1375–1384.
In this episode: Dr. Jeremy Lucabaugh, Tom Bradshaw, Lee Crowson, Dr, Martha Grajdek, Emi Barresi, Rich Cruz Visit us https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an Open-Mic Event: https://www.seboc.com/events References Bengio, Y., Hinton, G., Yao, A., Song, D., Abbeel, P., Harari, Y. N., ... & Mindermann, S. (2023). Managing AI risks in an era of rapid progress. arXiv preprint arXiv:2310.17688. Milton, J., & Al-Busaidi, A. (2023). New role of leadership in AI era: Educational sector. In SHS Web of Conferences (Vol. 156, p. 09005). EDP Sciences. Pavaloiu, A., & Kose, U. (2017). Ethical artificial intelligence-an open question. arXiv preprint arXiv:1706.03021. Sastry, G., Heim, L., Belfield, H., Anderljung, M., Brundage, M., Hazell, J., ... & Coyle, D. (2024). Computing Power and the Governance of Artificial Intelligence. arXiv preprint arXiv:2402.08797. Quaquebeke, N. V., & Gerpott, F. H. (2023). The now, new, and next of digital leadership: How Artificial Intelligence (AI) will take over and change leadership as we know it. Journal of Leadership & Organizational Studies, 30(3), 265-275.
What does it take to become a great design leader... Regardless of whether or not it's in your official job title, you're already leading to some degree. You are leading because your work is to deliver change. Change because we want to break free from outdated mental models that can't solve today's challenges. But what kind of leadership is needed to transform our organizations from the dehumanizing machines they are today into adaptable living beings? Returning guest Marzia Arico has some valuable perspectives on this. With a PhD in Organizational Studies and experience leading complex projects at LiveWork, she has many juicy insights to share with us. In this episode, we explore the emergence of a new, more empathetic leadership style that's quite different from the traditional notion of leadership. We discuss how to present ourselves confidently in our work, even when imposter syndrome is lurking around the corner. And we also delve into whether we should be explicit about the change we seek make or take a more trojan horse approach to influencing things. This is a must-listen episode for anyone who wants to step up, take charge, and offer an alternative to the current leaders who aren't doing what's required today. This conversation is a powerful reminder that we are all setting an example. Each and every day. So let's be intentional about what we want to put into the world. Take care and keep making a positive impact. ~ Marc --- [ 1. GUIDE ] --- 00:00 Welcome to Episode 203 03:30 Welcome back Marzia 04:30 Machines to Living Beings 11:30 What made her want to make the change 17:00 How to quickly build your confidence 21:30 From Machines to Living Orgs 30:30 Onboard with How, Not What 33:30 Conversation with the oblivious 40:00 Empathizing with the machine 42:00 The example of technology 46:00 Fast-tracking to leadership 47:00 Being strategic when you talk 50:30 Discussions to ponder 51:30 Food for thought --- [ 2. LINKS ] --- https://www.linkedin.com/in/marziaarico https://design.mavericks.substack.com https://strategicdesignbook.com/ --- [ 3. CIRCLE ] --- Join our private community for in-house service design professionals. https://servicedesignshow.com/circle
In this episode of Navigating Major Programmes, Riccardo sits down with Daniel Armanios, BT Professor of Major Programme Management and Chair of Major Programme Management at University of Oxford, Saïd Business School. The pair discuss the importance of research, the type of valuable research and the post evaluation of major programmes."And so a second very cool question would be where do we want resilience in a major programme? I mean, obviously you want it within the program but do you want it in the selection process? Maybe not? Do you want it in the post validation where we don't do as well? Maybe not so maybe resilience is not great everywhere. And maybe it's really important in certain places. I've been really thinking about this a lot because it's a really visceral fundamental point. What is it we're actually doing and trying to achieve?" – Daniel ArmaniosDaniel's research and teaching integrates civil engineering and organizational sociology to better understand how organizations coordinate to build, manage, and maintain infrastructure systems. His findings inform efforts to advance sustainable development, entrepreneurship, and innovation, while also alleviating systemic and persistent inequities within such systems.Key Takeaways:The distinction of megaprojects and major programmesThe importance of transparent assumptions and data research in major programmesStudying major programmes at a component levelWhere do we want resilience in major programmes?If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.The conversation doesn't stop here—connect and converse with our LinkedIn community:Follow Navigating Major Programmes on LinkedInFollow Riccardo on LinkedInFollow Daniel Armanios on LinkedInDaniel Armanios' published workRead Riccardo's latest at wwww.riccardocosentino.comTranscript:Riccardo Cosentino 0:53Hello, everyone. Today here with Daniel Armanios. How are you doing Daniel?Daniel Armanios 1:01Hey, how are you, Riccardo? Pleasure to be here.Riccardo 1:03Daniel joins us today from Oxford. Could you introduce yourself a little bit for the listeners that might not be familiar with yourself?Daniel 1:12I'm the BT Professor and Chair of Major Programme Management at the Saïd Business School at the University of Oxford. I was formerly in a school of engineering, which I'm sure will be a fun discussion later on. I was an assistant and associate professor in the Department of Engineering and Public Policy at Carnegie Mellon University. I guess the best way very symmetrically, to understand myself and my research, I'm really an organizational theorist that studies how organizations coordinate to roll out to develop to maintain very large-scale initiatives, what some call major programmes, some call major projects, some called mega projects, I'm sure we can get to discussion of the nuances and differences. But essentially, I'm an organizational studies theorist that studies large-scale initiatives in engineering social programs and the like, and kind of published widely as a result.Riccardo 2:14I've come across you, as I was finishing my master's in Major Programme Management at Oxford, you were starting, your chair. And I've been very keen to be talking to you because obviously, we represent is such a big institution with so much gravitas in the major programme space, I was really looking forward to talking to you. So today, I think the overarching topic that I would like to cover today, I think is the importance of research in major programme and the importance of research in creating better outcomes for four major programmes. That's just the general theme, but I'm sure we can get into a more detailed conversation. From your perspective, why is research important to achieve better outcomes in major programme? Why can't the private sector and practitioners just get on with it? And then it's a bit of a leading question.Daniel 3:09There is attention always with major programmes, right? All of us, I mean, all of us who research it or those who put it in practice, especially since we don't often find ourselves in a position, practitioners, to manage large-scale major programmes, the temptation as we've seen from a lot of prior work is that this is such a unique thing and this is so it's so important and of you know, call it an n-of-one. And I think there is some aspects of every major programme that have nuance. But often, you know, when you're trying to start something, it's nice to know, where what we know systematically from prior things, and that just simply requires data analysis, right? How do you how can you empirically as best as you can, with data, collecting it, being transparent about your assumptions, transparent of what you found? Could that at least get us at a starting point, with a major programme we take on in the future? And so I think, empirically, it's quite important. That said, and maybe why there's difficulties is that there's also challenges with trying to do that data. I don't know if that's where we're gonna go next. But essentially, you know, a lot of this requires post evaluation of major programmes. And often, once you've delivered a major programme, you kind of want to be done and move on to the next one, but often that post hoc evaluation really matters. So if we take an empirically driven approach, it also fundamentally changes how we think of the entire major programme lifecycle, we're not just thinking about the planning, delivery, and then kind of the handover to the sponsor, whoever is going to operate the system, but also thinking post evaluation. What did it move? Did the needle move in certain ways? How can we learn from past? So it does require data. And then also the other challenge is as we build consensus for certain models and frameworks, there is a danger that we go flip the pendulum the complete other way, which is certain kinds of tools, techniques become the way to do things. And I think, at the same time, you want to balance between what were the conditions that allow those things to happen. So kind of long story short, we need an empirical basis by which to inform our decisions so that we truly know what is unique about the program we're managing versus what we know about the past, ideally, with comparative groups. But that means that we make sure that in our own major programme lifecycle we build in faculties and facilities and capacity to contribute existing data. And that requires a little different thinking about when the major programme, let's say, quote-unquote "ends". And at the same time, you know, to not throw the baby out with the bathwater, so to speak, you also want to be able to say, really not just the data you gather on the programme itself, but the conditions around it so we can see what kinds of tools, what kind of approaches work for what kind of conditions so that you can be both empirically informed, but also nuances to where those empirical data and insights match with the kind of context you're in. And that's a I think a wider conversation happening.Riccardo 6:44I want to dive into a couple of things that you mentioned. First of all, obviously, the uniqueness of program management, of major programmes are, obviously, they're so big that it's difficult to have two running in parallel or being able to test in practice these major programmes. However, what's your view on the fact that yeah, maybe the major programme is unique, and because it's big and complex, and it's very dependent on the region, and other factors, but the sub-elements of the programme are actually repeating across multiple programmes. So you know, you have stakeholders on every single programme, you have a project sponsor on every single programme, you have group of people, subcontractor, supply chain, I mean, those things are not unique. And so I think you talk about the conditions, I think that's part of that. So is there a way of studying major programmes at the component level, which I think is that what we tend to do in the MMPM is really break it down and applying knowledge to the single components. What's your view?Daniel 8:05I think, an emerging trend, which is typically up to this point, my read is when we think of large-scale initiatives or big things, let's say, there's we usually treat major programmes and let's say mega projects or major projects as synonymous terms and I think if you see where major programmes is going, they're increasingly more distributed. So if you look at major initiatives around cryptocurrency, blockchain, it's not like there's a central convener that can move things, right? If you think of modular infrastructure construction, you're literally fabricating skews one place, putting it another place. Right? And so you're dealing with a more distributed, more decentralized system. And I think that's now creating some interesting divergence between mega projects and major programmes because when you think of mega projects, you're thinking of it as a unitary, kind of whole, because at some point, even though there's multiple organizations, you'll convene at some centralized sites. That's at least the assumption. With major programmes, if you think of it, it's more of a portfolio, which precisely gets to your point, then it becomes interesting to think of two things. One is, let's break up the bit of components and see is there something we can learn repeatable within the components? But also, is there some nuance we can understand of how things link together in appropriate ways? Should we modularize as one argument is or should we think of it more holistically as a system? Now how do I land on what we can learn is I think the research to date of that resources available, it's often focused on the intended plan or outcome for the project. And usually it's the Iron Triangle- time, cost, scope or quality, if you will, and did it achieve that or not why or why not? Let's account for these overruns. So it's more about the ends, right? So I've said this was gonna be my end, let's check at the end of the project. Did we achieve it? Now, empirically, that has some really useful facets, which is, you kind of comparing a project to itself, which is really nice. You can do comparisons, you get a sense of maybe how to help with the planning, how to avoid some of what to build in. But the process of learning by which we could have reconciled some of these overruns is a bit more difficult. So I think there's a set of resources focusing on the ends, right, in learning, I think, where you're coming from, to understand what is repeatable, repeatable is a process. So I think where some other research is going and where I've been interested in is just chronically what people are doing over time. Can we find patterns? Is there a way to go about effective stakeholder engagement? Not did we get stakeholders' approval in the audit, and it's more of the outcome? It's more how did we go through it? Was it, you know, were there certain things you did at certain times bring in certain organizations? Was that effective as opposed to not because then at that point, you can give something really useful to the manager that they can actually act as opposed to? Here's outcomes you want to worry about, we know that there's going to be this potential slippage, let's account for it in the planning. But that doesn't get much information in the process. So I think there's a lot of potential empirical research to be done on can we come up with replicable methods, means, while also being mindful of, you know, some of the risks calamities that have happened from the ends. And then that way, you really understanding what's repeatable, and not just, you got something that was effective and here's the practice. But how did that unfold over time and change? So you can still be quite repeatable. But recognizing repeatability is a process, right? And so maybe there's process models we can do, looking at projects at different slices of the timeframe. And then we can think about what it is they're doing over time? And is there some sequences that we can learn that are repeatable, that go well, or when you start hitting a fall, and then that way, as a kind of final point, if we can do that, then perhaps we can even develop early warning signs, you know, always at this step two of the process, there is something where things derail, avoid them, and you can start seeing the early warning signs. And that way, I think you can still come up with something repeatable, but more in the means of something you can action, as opposed to just be aware that these things go there's slippage overall in the project plan for it, which is important. Don't get me wrong. But then we could develop a process by which are early warning signs to develop. And that gray area is a different kind of empirical approach. But in that sense, you could then sort of see what is repeatable? What's even automatable? If we talk about future trends and what are things you need to be like spinning time on the critical path to be careful on? So research on the means, I think would be where things I think should be going and are starting to go as opposed to just the outcomes.Riccardo 13:23I think you mentioned a couple of times is historically we always focus on the postmortem. And typically a postmortem on things that went badly. And so you have this back, back catalogue of project that went bad, but there's very few post mortem on project that went well, because ultimately if you went well, you don't have to, you don't have to worry about it. I think that has been the approach. And as you said, with this, I think the problem with major project or large, large ventures is that they're so time-consuming and so draining that when you're done, you're done. You just want to move on.Daniel 14:03I would say on this point, actually, this is where it gets really interesting in the research, to compare the trends and major programme research, mega project research of again, I see a distinct what's you know, it's in a class versus how entrepreneurship research is. So entrepreneurship research suffers almost from the exact opposite issue, which is, they always focus on the big successful ones. And the failures are kind of not known because they're kind of censored out of the population before you can really study them. Right? And so you have a kind of a success bias there. In major programmes, because the ones that keep going on they keep taking more cost of you get these kinds of epic failures that are doing. And I think it's really important to be mindful is why it could be that there's some very successful projects that did the same exact thing as some of the failures and didn't have that result. The same thing with success with ventures, maybe someone really failed trying everything and didn't work out. So, again, this gets back to the first problem we were talking about, which is, if we can compare success with failure and really address that kind of empirical bias, then we can really see what is common across all projects? And where are they really different? Where is it really unique this one, but we can't do that if we're not grounded on a similar project for which had a different outcome, but had a, you know, set of similar and different processes. That's why I think, again, focusing on the means and methods and conditioning, and hopefully with comparative cases that address, you know, the proclivities of what data we have, can really help us understand what's common across all of these, and what's really different. And then that way, we can be much more circumspect of that. So I absolutely agree.Riccardo 14:51You touched I think you, earlier you touched on you said the word conditions, right, the condition within the range of the major programme and I don't know if it's equivalent, but I refer often to it as a complexity, you know, we're dealing with a complex system. So sometimes we don't even fully understand the relations between, with between the conditions, because it's a complex system, by definition, which is, to me to be fair was a key concept in understanding an industry that had been part of for over 20 years, but couldn't quite understand why it couldn't, wasn't working the way it was supposed to. And yeah, the condition, the complexity, and really diving into those in order to understand and I really like your example where, you know, you might have the same condition but different outcomes. Because of and I think that's inherent with complexity, or complex system is just you don't fully understand the interrelations.Daniel 16:57This is why I think, in our programme and just in major programmes in general, there's an increasing consensus to treat this like a system. Right now, I think one of my colleagues at Oxford, Harvey Mahler, has been focusing on different forms of complexity. And what he basically says is there's complexity within the project as well, literally, what are the tasks and work to be done, the harder systems kind of structure, what is the routine that has to be done to do this thing. But then he says, the project, though, is in a wider environment, right? So you have regulations, politicians turning over at all points, you have socio-political what you would call I think, socio-political complexity. And then by the way, it's not like, if I look at it at times zero, the same form of complex emerges at time one, because when you run the system and loop it, all of sudden things emerge and change. And so there's, he would, argue emergent complexity. Now, what's interesting about what he's saying, If we tie it to the earlier part of our conversation, we're talking about means and outcomes, we still empirically largely focus on those within the project paths, right? So when we typically measure performance outcomes, we measure even means we're thinking, I'm delivering this project, how do I measure it? And how do I benchmark that? I think we're, empirically my research has been doing too, and speaking to the points that Harvey Mahler, complex and others have said, I've been thinking about how do I understand all the stakeholders, not just within the project orbit to get it done but intersected? And that's what's driven a lot of my research on understanding, take bridge infrastructure, how does that affect not just the users or the people that have to deliver the project, like the construction companies, etc? But how does it impact the communities that are intersected, right? A lot of them are displaced. A lot of them, you know, for us to have this road go through, I benefited being in the car, but some community had to be displaced to change the right of way for that path. And that's why I think of infrastructure as one subset of major programmes. We often write in our papers that it's an arena for both intended and unintended connectivity. Me using the infrastructure, me using major programme, that's an intended use. Me delivering on the major programme is an intended use. The community that's not having this system come for them may not be welcome, right? And what that means is we need to start thinking about how do we measure outcomes, not just cost, scheduling, scope, quality of project, how that changes over time, very important, but also thinking about equity concerns, thinking about what did the project do? Does it help me employ; does it help in employment? Does it help in innovation? Things that often you measure after the project is transplanted but there are things you could do in the middle. How many? What percentage of small businesses are you bringing into the project? Is it just the big conglomerates or small businesses, I mean, this you could do even within the project. And so we're and by the way, this is this is not just because the research is intrinsically interesting, which I find, but increasingly what we're finding even in our program, sponsoring agencies are saying we've sent executives to come learn, and train. And this is not just in the Master of Science in Major Programmes, but also Major Project Leadership Academy. The sponsors are increasingly saying, we need to demonstrate the benefits of these programs, the social value, and we don't have a language to do that we really need your help in developing it. And so now, it's not us just because we're excited about the research. But this is becoming increasingly mandated, especially from sponsoring agency, the agencies sponsor the projects, especially government. And so that's opening a really exciting terrain, I think, for research, but a very empirically challenging one, because there's not a really clear set of standards. Right? So how far away from the project do you need to look at it? How many? What kind of outcomes? Is it employment, is it innovation, is it entrepreneurship? What forms of social demography should we be looking at? Let's just take disadvantage as an example. Is it by income? Is it by gender identification? Is it by ethnicity? Is it by a combination? Maybe it's, maybe that's not, maybe it's not about disadvantage. Maybe it's about a critical occupation. Where are the certain craftsmen of a certain kind of background or expertise? Is that what we should be measuring? There's not really a standard. And so until we develop that, it's going to be very hard for us to find a way to our point, what's common across these or what's not if we can't even agree on the outcome. And kind of go back to the beginning part of this question. Essentially, what I'm saying is, when we think of complexity, and if we take Harvey Mahler and other people's work seriously, Andrew Davies, others, we have to think about not just complexity inside the project itself as a system, but in the wider environment, especially the connection point being sociopolitical emergent complexity, some of that comes out of nowhere, and usually, it's outside of the project where you didn't have your lens placed. And so, you know, that kind of, kind of approach, it's early days, it's early days. I've been one of the people trying to advance and pioneers himself, even how to use your existing major programmes to sense where these disadvantage gaps are, we have a paper just came out, I think, in December actually, just starting to think, how do we even try to solve this problem? We know it's a problem, how do we try to come up with early stages to solve it?Riccardo 22:46What you just enunciated and from my learning, if we can see the major programmes, as you said, it's a system of systems. And ultimately, it's a system of systems goes through several phases, right? You got the planning, you got implementation, you got operation. And I think considering major programmes as systems or system of systems allows you to provide resilience to the major programme, right? Because ultimately, that's what, you know, these are very fragile things in the sense that, you know, you got all these external forces, that trying to influence, you know, the system, the political system changes every four years, right? And the major programme is supposed to be set up to survive the political system. So how do you go about creating that resiliency, and then you got, you know, you move from design, sort of a planning phase to design to construction, and, again, that I'm just taking one item, which is the political system, you know, it probably changes three times. And the budget program is supposed to be designed, at least that's what I've learned that it's supposed to be designed to survive that, because the cost is so high, that you can't have those influences and, you know, I might be controversial, but like, you know, it just two in my mind, it's, you know, there was lacking some of that resilience, because it didn't survive the political the various political cycles, and maybe that was not the only reason but certainly was one of the reasons you know, you have a changing government changing priorities and, and you if you haven't laid the groundwork, you know, the major problem might suffer.Daniel 24:37This provides a couple of interesting provocations one, which ties into our discussion of what we can learn empirically. I mean, it'd be really interesting to see so if you have system's systems, they intersect with each other, undoubtedly, what ends up happening is sometimes your cognitive focus is on one layer of the system, and you take for granted others which could come to your both your benefit in terms of focus, but also your detriment. And so there's kind of two questions that come from that. One is, is our cognitive awareness or salience of different parts of the system? Is there a way to do that, which kind of balances, I can't do everything, I can't pay attention to everything. And at the same time, I need to be mindful of interdependencies, and maybe a way to dynamically understand that maybe at a certain phase of the program, I focus on this layer. And another one, I focus on another one. That's one aspect. Another aspect that can be interesting is just treating the natural seeing if we can, instead of using the gates that you have to usually typically pass on a project (inaudible) formal. Is there something we learned about if we look at the systems or interlinkages? Is there a certain way in which the systems ebb and flow that there's some kind of clear phase changes just from the data? Oh, at this phase change, we shifted this way this was effective versus that way. Now, what that means, though, and I'm hoping from this podcast, what comes out of it is major programme managers willing to let researchers from the beginning, just be with them in the project and follow along. Right? And there's some opportunities, I think some are enterprising and doing this. Now, on the other hand, how do you then balance as a researcher delivering insights and findings that are both beneficial, but also say there's some detrimental issues in a way that your point acknowledges the political context? Because the problem is I think major programme managers want to know when things are going wrong and when things are improving. But if it becomes clear publicly something has gone wrong, then they're worried about the pressure they're going to get from constituents, policymakers saying, how did you, how come yet again, you're wasting money on x? But then what that does is it creates on the other side, a chilling effect that no one really wants to know when things are going, right. I mean, privately they do. Publicly, they don't. So even to do that kind of work, we're gonna have to think of a new platform, almost like I've been playing with this idea, kind of taking this model from Kiva, which is, you know, you want to bring people that needs support with people that match. I'm wondering if you could do the same thing with research, say, either policymakers or major programme managers have data. It's anonymized enough where it doesn't go back then. But enough where the research has enough detail and the researchers need data to do projects, they get to track them. And there's some way to anonymously reveal the results. Maybe there's some kind of mechanism or matching that would be for quantitative data. But for process models, you need usually qualitative data. So to answer the question (inaudible) is there some way to cognitively pay attention to different systems layers is there some natural phase changes would need access from the beginning of the project all the way to the end so you can actually match, chronicle these sequences. And also, there's some risks to it, you don't know as you're doing it, whether this project will succeed or not. Maybe you're doing it and it fails and you have a bunch of failures. And then you're learning different forms of failures, that's fine, too. But it requires also some mechanism by which practitioners feel comfortable and psychologically safe enough that they can allow researchers to come through who would still want to publish these general best practice insights, but in a way that separates them from kind of unintended consequences or pressures from that. The second point I'll make, which I think is really interesting, your use of the word resilience because I remember, I'm also you want to build kind of systems or major programmes to be resilient to these ebbs and flows. At the same time, if we take the whole kind of ecosystem or institutional perspective of in which the major programme is situated, you start having to ask yourself, what is the major programme really delivering? Is it entrenching existing interests or not? And why do I say this? I remember I was on a panel or as moderating a panel with Shalanda Baker, who is the, was advancing a lot of the energy justice initiatives at the DOE, really well-regarded developing the policies for the U.S. especially around energy. And I remember asking the president, how do you make, how do we make it more resilient? And she said something I think was so profound, I've been thinking about it daily, almost. She said, “I actually don't want these to be resilient. And I said why? She said because inequity, structural inequity is one of the most resilient things. And I thought that was so interesting because then you start asking yourself, yes, you want the programme itself to be resilient to deliver things. But if you start asking yourself, what is it we're asking these programmes to deliver? Is it really creating the kind of change we want or not? You then start asking, do you want the whole system of even selecting these projects to be resilient? I think that's quite interesting because if you think about it, structural inequities last over time. I mean, to give an example, very common example. We build infrastructure, understandably so to last as much as possible. So take a typical bridge. You know a bridge, the life cycle's what, 50 to 70 years, let's say? Imagine who was in the room in 19- let's say -50s, 1970s making those decisions, right? At best, you're using engineers who are looking at the best state of the practice, urban planners, the most well-intentioned, are looking at the best practice of the time usually thinking about the project itself. So obviously, communities are not in the room, even if it's well attended to because they don't think this is what matters at the time.Daniel 30:21At worst, you're intentionally putting people in the room that are going to do something with an agenda. Now, fast forward seventy years later, that bridge has housing next to it, has gas lines next to it, has electricity next to it, is completely locked in, and you as an engineer, you as a community worker, you as even as an anthropologist know certain people should have been in the room and we should change the practices, etc. It's really hard to revert because you would have to unravel all of those connections. I mean, to give a very simple, less controversial example. There was a bridge in Kentucky that they wanted to unravel the spaghetti junctions that led to it right. And the reason was that we now know from traffic planning that spaghetti junctions are not always the best way to deal with traffic, and they want to unravel it. To do that they would have had to remove all the houses, gasoline, such it would have added $2 billion to the project. You're dealing with a financial crisis; you're dealing with increased pressure from government to reduce costs. That's one of the first things to go. So they just worked within the existing footprint. And with that very rational decision, you've essentially kept an outdated process, outdated project in further perpetuity. Right? And so I think people when they argue these social challenges, I think, if they were so overt, in a program, those are the easier to deal with I think the fact that makes it so pernicious is it's absolutely rationalizable, you know, I'm focusing on one of the most famous studies actually of discrimination racism to get into it is by Thomas Schelling was a Nobel Prize winner in economics. And basically, argued was that most people argue the reason you have these things is that one group hates the other group, very reasonable conclusion. But he shows if I even have a preference, let's say he created like some cells and he said, I have a house and I just want half of the people around me to be like me, and think of yourself at a party right you go you want to build rapport, there's a real attraction for what we call homophily, finding similarity. And he shows if you run a similar simulation, just I want to be near people I like, you will get segregation. So it can, it doesn't have to be over perniciousness, it's you're doing the best things you can at the time. Right? And it perpetuates. Take another product, this is why it gets so fundamental visceral at this point, take a call for proposals, just to make this thing. So you have a call for proposals for contractors, let's say for a project, right, typical practice. And what are you going to typically do, you're going to go to people that have prior experience in doing this work. I mean, you need to trust that you don't want to be the one taking risk. Well, obviously that's going to already predispose the project to people with a lot of background. So anyone trying to get into the door, we've already just from the process, a very rational process, by the way, there's nothing wrong with this, you're already excluding certain groups, right? And then, you know, let's say another one, even innovation, let's say I'm a group that's doing A and I want to bring in B, well, a natural process, even as a reviewer as a project manager, well I know A, I can't say anything about B, so you refuse to review the proposal, anything else because you don't know anything about B. If everyone does that in a profession, then B will never see the light of day not because B has no merits, but no one feels equipped to do anything about it. And so then you can start seeing how innovations can get stifled. So to kind of make a long story short, I mean, we talked about the need for discussing resilience at the project level, different phase changes, maybe linkages across this and what to do, and then what that does, and also potentially, how to work practitioners working with researchers to make access possible in a way that kind of allows the findings to be unfiltered at the same time reconciles these programs in a system and then falling from that point. I think we need to be reflective of what is it we're trying to really deliver. I mean, it's not just the program, it's towards some outcome, and is that outcome, something that needs to be revised and changed? And so a second very cool question would be where do we want resilience in a major programme? I mean, obviously, you want it within the program, but do you want it in the selection process? Maybe not? Do you want it in the post validation where we don't do as well? Maybe not so maybe resilience is not great everywhere. And maybe it's really important in certain places. I think this is a really (inaudible) kind of push has been really I've been really thinking about this a lot, because it's a really visceral fundamental point. What is it we're actually doing and trying to achieve?Riccardo 35:12As a major programme practitioner, the major programme is at the center, right? That's where I put it. And that's a very centric view of, you know, building resilience, because the major programme for me or for practitioners, and even academic to a certain degree is the core. But you're right, societally, from a societal standpoint, it might not be, you know, the lack of resilience might actually be a positive thing because it afforded the conversation, the changes on something that, you know, is gonna last for 50, 70, 100 years and so you do want those conversations to be fluid and not to be stuck. No, I love it. I think you just gave me a new perspective that I probably gonna be thinking about every day, like you, now.Daniel 36:02It's also thinking that it's a conduit, right? It could be central but it's a conduit to some end. And then you have to ask yourself, is that the end we want to achieve? Right? So a lot of our grand challenges need to be achieved at scale. It's a conduit, and I guess we're thinking we focus so much on making the conduit good and resilient. The question is, is the end where we want to go? It's interesting.Riccardo 36:24It'd be interesting for some of the listeners to understand what the new trends in major programme are research? What does Oxford see as the new trends?Daniel 36:41I don't want to speak necessarily, for Oxford, but what I've seen is as an N of 1 faculty member there is I think, there is a real interest of and I think it's because of sponsors asking for it. I think also the research and we've discussed a lot of it is major programmes in the societal context. So major programmes in society, what is it we're doing? To ensure kind of social mobility? What is it we're doing to ensure outcomes for communities? I think it's a big area, not much research on. And I kind of think of it as, you know, fundamentally, you're doing major programs to uplift communities to better something. So in some sense, by definition, a lot of major programmes are to help the trailing edge. For those that are already at the at the leading edge, they often already have the research and other things, I mean, the means to do some. So often, a lot of big major programmes, infrastructure, social programs, are sometimes at the trailing edge. How do we understand that? How do we do that? I think the other one is now we're going to the leading edge is how are we going to deal with a lot of new technologies? I mean, one of the historical issues in a lot of our industries is that they've been in transient to change or innovation. And I guess the age-old question, it's kind of a timeless question is, is this new technology, whatever it is, AI, you know, and specific forms of AI like ChatGPT, or generative learning, generative models, additive manufacturing, modular infrastructure construction or modern methods of construction in general? Are these just the fact of the week? And they're not really changing how we do things? Or are they fundamentally changing things? And I think we have that kind of existential question all the time. I think another area is, personally, tools that address what I call the collapse time cycle of major programmes. There's an interesting tension in major programming the following: major programmes last, you know, take, five plus, six plus, 10 plus years. So you have to plan and you can't end they're big. So you can't just go off the hip, you have to have a plan. I mean, you can't, like I know we've been talking about process, but that can't have, that can't be rudderless because you're dealing with very big projects. So you have to have some kind of plan some anchor. At the same time, and this is where I think the grand challenges come not just as an end, but also as an input is the climate changing, right? So 5, 10 years from now, the climate is going to be so different. And by the way, the projects I'm building now, if we want to hit even half emissions by 2030, netzero 2050, basically, the projects I'm planning today, when they roll out, have to hit half emissions, at least, right? And they have to do it in a climate that's changing. I mean, that's if you think it's an insane proposition. But that's the task, right? So now I'm thinking, how can we develop tools? How can we use these technologies not just as how they're going to disrupt an industry but can we use them fundamentally, to help kind of build anticipatory heuristics to manage that? And this is where I think things like the trends that are happening on digital twins, augmented reality could be quite interesting. Because if I can help people see a digital twin and see what it could look like if flooding happens, or if I can show how the fluid dynamics in terms of heat of a server changes with temperature change, even if it's not perfect if I can get people in that mindset, my view is that can allow them to anticipate problems that wouldn't have happened before. So I think there's a really nice frontier of what are the tools and techniques, not just to coordinate like, you know, Arup, Acom, Jacobs, Matt McDonnell, Acadia, all of these groups have these like really nice digital twin systems to kind of help coordinate to great scaffolding, I like to call it but also thinking, how do I use that to kind of help people anticipate where things are happening, not that it's going to be perfect, but at least be aware so that when this happens, they're kind of mindful of it? And so I think that's another kind of really interesting trend. And to double click on the program society, one, I think, like we discussed, how are we going to have standards by which to assess for different infrastructure systems, how we're going to incorporate these kinds of community factors, outcomes, processes, how we're going to track them? Because right now, I mean, it's such a pressing issue, at least in the context I look at, I mean, look at leveling up in the UK, they're asking for quantifiable metrics to do it. The Department of Transportation in the U.S. has now made it as part of an executive order actually writ large across the U.S. government, the department (inaudible) are asking, can you come up with equity-based frameworks, etc., because they're asked to do it. And it's coming to a head because district attorneys, county attorneys are putting in Civil Rights Act claims against infrastructure, if they feel it's disadvantaging certain groups, there's literally cases right now going on. And because there's not a standard, what I find usually, I'm not saying it's always the case, but my opinion, when you don't have a standard for something, it usually settles out of court, because no one's sure where the courts gonna land. And so then you never get to, there's no way to build precedents to address the issue. And they always get settled out of court for kind of esoteric means for which we can't understand. And so we need to find ways to build that in. And ideally, I mean, my dream would be that this is directly incorporated in certifications for different groups, like associates or project management certifications, engineering, have, you know, they have chartered engineering in U.K. Professional Engineering licenses in the U.S. that this is actually part of their exams, like you have to have a kind of a social modular equity module where you think through this, but we don't have the research body yet. And then I think the last point, in terms of even just understanding trends, the way I think of me as a researcher, I try to ask myself, what's going to matter three to five years from now, the reason I say that is because when a practitioner comes now with a problem, by the time I can find the empirical base, the database to do it, I could come up with an answer, but I just worry, it's too late. Right? The thing is, the train has already passed, right? But if I could think of what's going to matter five years from now, and take that bet, as a researcher, then I can build the basis by which all of a sudden a lot of people come. And that's how my infrastructure and equity work started. I think equity is going to matter hugely. But it started five years ago, when I started seeing the murmurings of it in certain governments. And people thought it was crazy at the time. I mean, engineers were saying, Why is engineers care about this? And I understand why because it's like, they're focusing on the delivery of the brick-and-mortar project. This is not the not an indictment on the profession. It's their focus, right. And so when I finally built it, all of a sudden, then you had some high profile cases coming in, you have administrations focusing on equity. And all of a sudden, we're one of the few games in town because we spent time doing it. But it's a bet. I mean, there's other bets I've taken where people didn't care, right? So I think with these trends, just take them with, these are best of what's going to matter, five, three to five years from now, so that we're ready to come up with answers. So to kind of summarize major programmes in society, what are the standards we're going to use by which to do that? I think understanding various disruptive technologies, are they really changing things are not in terms of the industry, or even the major programme as a whole? And then we're flipping it? Can we use technologies to help us reassess fundamental, timeless questions about this time collapse timescale? Perhaps even upskilling for the new workforce we're going to need? Could we combine augmented reality with cognitive science understand what's activated in someone's brain when they're doing certain tasks? Could that help us build a whole new workforce, especially those transitioning from one form of energy to another? So these are the kinds of things that excite me, besides often, the age old questions of how do we understand successful projects? How do we understand to deliver things on budget, on time with benefits? I think those are always going to be there. But these are kind of new trends. I see.Riccardo 44:55 Yeah. I, certainly as a practitioner, not the things I think about it regularly so that's very stimulating. So we're coming to an end but before we conclude, we, you know, we can have you on the podcast and now talk about a little bit about the MMMPM programme, the Major Programme Leadership Academy, especially because, especially with a Major Project Leadership Academy, Major Programme Leadership Academy is in no, in Canada, we started to talk more and more about the need for having capable owners and having counterparts to the private sector, they're able to engage, engage in major programmes. And so, you know, anything you can share with the listeners about, you know, the MMPM, also the MMPLA and the benefits that brings to major programmes. Daniel 46:02I think, and I say this in the context of there's some really other fascinating programs coming along, that are really pushing this, I think, in general, there should be more of these in general, because there's such a demand for people that can do this stuff, that I think the pie is only going to get bigger of need. And so I don't, you know, I want to also preface that I don't think you know, our way is the only way, I tend to be very excited about it, but at the same time, there's others, I think most of the programmes, just to put it this in the context, I think of two things that are really important about the masters of major programme management philosophically. One is it's major programmes as a social science, really, from an organizational systems perspective, but other frameworks. Now, why do I say this is because there's quite a few other programmes, very important, very crucial in advancement, but are more from a civil engineering construction side, typically. So they either focus on the construction industry, and they get into the more technical details of how do you schedule in a certain way? How do you deal with contracting in this way, etc. And we cover some of that. But I think where we come into, is looking at it from a social science perspective, and maybe give you a new nuance about not just the hard side of things, but the softer side. And why do I say that is because it then influences the second philosophical point is that the kind of the kind of students, the kind of people we attract, are really what I call reflective practitioners. They're getting practical insights from this program, but it's through taking a step back from their experience, and thinking, oh, wow, this is a new insight, how could I have rethought this point. And that reflection brings a lot of practical value, new tools of oh my gosh, if I did this in this project, it's sometimes even they're doing it at the time. And so what that means is the kind of students we usually attract. To do that, well, you need people with a wide body of experience to leverage from so our students are actually the most experienced in Oxford. The average levels of experience is usually 15 years, that doesn't mean everybody has 15 years. But to give you a sense of experienced, average age is usually 40 plus, and we get a wide set of people, because when you think of major programmes as a social science, you're thinking about the organizations and systems underlying it. The major programme for which that could apply could be everything from infrastructure to social programmes, welfare programmes, even programmes designed in areas of extreme complexity and conflict, right? And so that's what I think the MSc in general, and you know, the kinds of things we discuss and look up and there's things on the website, but we focus on design, how do you design these fundamentally, they're temporary, but they have to fit with a sponsoring organization or set of organization that are permanent? And how do you balance that? How do you find the right people to fit with that? So on? The second one is around risk, like how do you think about risk? from a project perspective? How do you come up with ways to inform how you think of risk, and then even does the values that you place on a project that change how you kind of calculate things for risk? The next one systems, right? If you think of major programmes as entirely components, how do you think through that, etc. The fourth one's around stakeholder management, how do you manage stakeholders deliver things, which leads into the commercial leadership aspect, because usually, when you're kind of linking with stakeholders, once you've kind of reached some sets of agreements, the idea is you want to formalize, have a mechanism some way to do that. Then we have a research methods class, because you do a dissertation part of the reflection process is take something you're really passionate about for three to four months, and really think even more deeply of the literature and how it helps inform practical insights. And we have performance leadership, how do you lead these kinds of complex unwielding projects that steer them towards the outcomes you're interested in? And then we think of them in a globalized context. I think there's going to be some interesting changes coming up in the horizon that are exciting and happy to talk about it at a certain point but I think this is the general architecture to date. The major project leadership academy, similar orientation, but the kind of the kind of leaders we're dealing with is a bit different, right? This is, this is a programme that's been mandated by the infrastructure projects authority in the U.K. and essentially a few years back, there was concern of all the overage in major projects, and he said, can we develop some kind of training that can help us stop that. And so the idea there is, my understanding is virtual because I, Paul Chapman leads that programme, so I don't want to speak fully on this but my sense of the program is that the idea is that you have this major project portfolio from the government that has a certain any project of a certain level is part of that portfolio. And the leaders from that programme have to go through MPLA. And it's very focused on kind of leadership of yourself. What are the things you're strong at? Where do you need help that kind of notion of incomplete leader? How do you think about again, Matt, leading this in a temporary organization? How do you build the fits together? Commercial leadership, right? How do you contract correctly? How do you establish boundaries for which this programme was going to operate? And then technical leadership, what are the kinds of competencies, specialties you need to deliver. And there's different modules for that, at the end, there's an assessment of every leader, they present an oral presentation, and there's an assessment of whether they can meet the challenges of managing a project in that portfolio. So there's a much more there's these are leaders that are either managing these kinds of major projects now looking to the next one. And, and it's very much with the U.K. government's lens in mind, I think there's real ability, if of interest, to expand this to a variety of other country contexts. I think there could be other versions of MPLA, for all sorts of countries. And so I know, there's keen interest on that we've done that in the past. So if there are leaders in Canada, leaders in other places that want to do this, this is very possible, in fact I think we're very excited by this possibility because we know the U.K. is not the only one with these challenges. And at the same time, we know that these kinds of programmes, while it has a very clear core that's very effective. Also, by the way, they do 360s at the beginning and at the end of the project with both their superior subordinates, lateral peers to kind of and we try to see how did they change over time? Do they get a better sense of who they are? What did they learn? And so it's a very individual journey through a major project that you are managing, usually, in the U.K. Government at a certain level band, that's why it's this programme. And I would, I would love to see, where does this transport? I mean, could you do it in the U.S.? Could you do it in Canada? Could you do it in Germany? Could you do it in France, could you do it in New Zealand, Nigeria, Ghana, right? I mean, this is I think this is a real, it's a really effective model. It seems to have made a dent in these overruns. I mean, surely we still have overruns, this happens. But I think it's really reduced that. And so and in fact, a lot of now government officials that moved up in the organization. I've come out of that program. And I think, in terms of future, what I'm hoping with the program, personally, is I'm trying that the pitch I'm giving to corporations, especially is often when they're looking for sea level promotions, or, you know, chief level promotions, they're often looking for kind of a really amazing functional champion, one of the functions to bring them above. Now, the challenge is you hit this conundrum, right? The stuff that's made them really effective in their function is not what's going to make them strong as an executive, they all of a sudden go from this to like broadening out, and they and so you get this chasm that always happens, where you jump them up to that level and everything they did well, which is deliver really important specialist competencies. Now they have to manage things they don't are not experts in. So the pitch I've been trying to make sure if corporation understands is if you want to find the grooming ground for where you're going to find some really promising C-level appointments, look at those who are managing major programmes. They usally are getting to manage those programmes that are more mid-level earlier stage in career. They have a talent they've come in, that's why they're there. But all of a sudden, they're foisted with I gotta manage this billion-pound billion Canadian dollar billion dollar plus programme or even just really highly complex programme, and I gotta manage all sorts of different parts, all sorts of multiple disciplines. And if they're good at that, why can't they be a CTO, a COO, a CEO, that's what they're doing daily. And so I've been the pitch I've been trying to make for these programmes is you should be looking to bring your major programme leaders that you're thinking you want to groom for C-level, they should come to our programme because we will get we will take what they're already doing, give them a new kind of more generalized perspective with a bit of reflection on their own experience, and they'll come back they're ready to go. And I think this is something because you know, this takes some translation for people to understand what major programme is but that's the way to tell them is you're getting people who are already proficient in having a really deep expertise, and how to manage that expertise with a bunch of other functions, which is very unique. And so why not invest in those kinds of people because they could be your next C-level talents. And that's a pitch I use for this MMPM. I think MMPLA you could say the same thing. I mean, people are going back and forth in and out of private public sector. Yeah, so that's kind of how I see it. The slight, slight differences, but the same kind of orientation and motivation in mind. Riccardo 55:37Yeah, if I can just had I mean, we, it was a few years back when it kind of dawned on me, this is before I did MMPM, but, you know, somebody, we were talking about $5 billion project, and somebody said, well, you know, it's a billion over five years, that's a billion a year, that's, that's a medium sized business, right? I mean, you're running a medium-sized business with that type of turnover. So yeah, I mean, the skills, the skills are there. If you're a project director or something like that, you probably have the traits or you're getting the experience that a CEO will get.Daniel 56:15There's an interesting problem in entrepreneurship. To your point, you're managing a small business, it's quite fleeting, if you think of it, it's almost like a small venture, right? I mean, not a small venture, but it's, let's say, a venture that's hit, you know, at least in terms of valuation, maybe a later stage Series C, private equity, maybe Series B, depending on whether it's a unicorn or not. And so essentially, that's what you're doing. And if you think of a startup, it's kind of temporary. I mean, most of them don't last beyond five years. And so, you know, there's a big challenge in entrepreneurship to your point, which is you found this amazing product. And now you want to grow a business out of it. And there's a massive chasm, so they even call they have a word for it's called valley of death. Yes. And I was thinking, the way we think about major programmes, we're thinking about how do you professionalize and scale something big quickly? To me, instead of thinking of startup canvas, lean startup, etcetera, those are valid ideas and insights, but they're really predicated on certain sectors. I mean, who else better to kind of solve that gap than major programme thinking? And I feel there's a really interesting gap to not just have major programmes in advancing its own right, but start speaking to other very prominent practical challenges. How do you scale a startup? That's about professionalizing your supply chain, professionalizing the structure of your organization, building coordination fast. I mean, who else would be prepared for that? In major programmes, I mean. That's a huge opportunity because it's a notoriously difficult problem. And what's nice about it, is even if you improve it, 2%, 3% that's all of a sudden, hundreds, maybe even thousands, tens of thousands of businesses that are now scaling, delivering jobs, the impact, even with just a small change in the needle is huge. And I think it's been too much thought about from an entrepreneurial perspective, which is, you know, product development driving this doing hypothesis tests, and they're not problematizing, that scaling approach. And I think that's where major programmes could have some really interesting impact and things we're actually discussing in the classroom as well, like, how do you then take that issue? Really nice translational opportunities as well, if you want.Riccardo 58:27I like it. It's really, really interesting concept. I might be thinking about that everyday too, also. Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.DISCLAIMER: The opinions, beliefs, and viewpoints expressed by the hosts and guests on this podcast do not necessarily represent or reflect the official policy, opinions, beliefs, and viewpoints of Disenyo.co LLC and its employees.
When animals are neglected or abused, whose responsibility is it to respond? Kendra Coulter, author of Defending Animals, joins us to discuss her book's deep dive into the patchwork of governmental and non-profit organizations that make up animal response teams. ABOUT OUR GUEST Kendra Coulter is a Professor in Management and Organizational Studies at Huron University College at Western University and…
FreshEd is on holidays for the next few weeks. While we are away, we'll replay some of our favourite episodes. You can check out our entire catalogue of 341 episodes here: https://freshedpodcast.com/freshed/ Please be sure to donate to FreshEd in 2024: www.freshedpodcast.com/donate -- Today we explore the ways in which economic thinking came to dominate in public policy. With me is Beth Popp Berman, who has recently written the new book Thinking like an Economist: How Efficiency Replaced Equality in US Public Policy. Beth Popp Berman is an Associate Professor of Organizational Studies at the University of Michigan. www.freshedpodcast.com/popp-berman -- Get in touch! Twitter: @FreshEdpodcast Facebook: FreshEd Email: info@freshedpodcast.com Support FreshEd: www.freshedpodcast.com/support/
In this week's episode, Naomi Titleman has a chance to connect with Stephen Friedman who, amongst other interesting things, is a Professor of Organizational Studies at Schulich School of Business. It's the start of a new term, and Stephen shares his early insights from engaging with 650 students – and his tricks to remember their names! Once they cover their mutual love of ice cream, they go on to explore a range of interesting topics based on Stephen's fascination with business and human relationships. They talk about a range of topics including performance management, unlimited vacation and the 9-box grid. You can connect with Stephen at LinkedIn here –https://www.linkedin.com/in/stephenfriedman1/Quick reminderDon't forget to sign up for our weekly newsletter foHRsight at www.futurefoHRward.com/foHRsight.Follow us on LinkedIn:Mark - www.linkedin.com/in/markedgarhr/Naomi - www.linkedin.com/in/naomititlemancolla/future foHRward - www.linkedin.com/company/future-fohrward/And on Instagram - www.instagram.com/futurefohrward/foHRsight+ is a private digitally-powered community for forward thinking senior HR leaders committed to making work better. Sign up here to join us at our virtual Open House on March 7th and here to express interest in the next cohort!Support the show
In episode 7, we discuss the role that community development corporations (CDCs) play in constructing communities with Jeremy Levine, Associate Professor of Organizational Studies and Sociology (by courtesy) at the University of Michigan and author of Constructing Community: Urban Governance, Development, and Inequality in Boston. Topics include: the role that CDCs have in local development projects and neighborhood representation, earlier more top-down approaches of urban renewal in contrast with today's more bottom-up community development approaches, and the complexities of both mechanisms.
Beloved dogs and cats. Magnificent horses and mountain gorillas. Curious chickens. What do we actually do to protect animals from harm—and is it enough? This engaging book provides a unique and eye-opening exploration of the world of animal protection as people defend diverse animals from injustice and cruelty. From the streets of major US cities to remote farms and tropical forests, Defending Animals: Finding Hope on the Front Lines of Animal Protection (MIT Press, 2023) is a gritty and moving portrait of the real work of animal protection that takes place in communities, courtrooms, and boardrooms. Globally recognized expert Kendra Coulter takes readers across the different landscapes of animal protection to meet people and animals of all kinds, from cruelty investigators to forensic veterinarians, wildlife rehabilitators and conservation leaders to animal lawyers and entrepreneurs, each working in their own ways to defend animals. Bringing unparalleled research and a distinct and nuanced analytical viewpoint, Defending Animals shows that animal protection is not only physical, intellectual, and emotional work but also a labor so rooted in empathy and care that it just might bridge the vast divide between polarized people and help create a more humane future for us all. Kendra Coulter is Professor in Management and Organizational Studies at Western University's Huron University College, a Fellow of the Oxford Centre for Animal Ethics (UK), and a member of the prestigious Royal Society of Canada's College of New Scholars, Artists, and Scientists. Kyle Johannsen is a philosophy instructor at Trent University. His most recent book is Wild Animal Ethics: The Moral and Political Problem of Wild Animal Suffering (Routledge, 2021). Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network
Beloved dogs and cats. Magnificent horses and mountain gorillas. Curious chickens. What do we actually do to protect animals from harm—and is it enough? This engaging book provides a unique and eye-opening exploration of the world of animal protection as people defend diverse animals from injustice and cruelty. From the streets of major US cities to remote farms and tropical forests, Defending Animals: Finding Hope on the Front Lines of Animal Protection (MIT Press, 2023) is a gritty and moving portrait of the real work of animal protection that takes place in communities, courtrooms, and boardrooms. Globally recognized expert Kendra Coulter takes readers across the different landscapes of animal protection to meet people and animals of all kinds, from cruelty investigators to forensic veterinarians, wildlife rehabilitators and conservation leaders to animal lawyers and entrepreneurs, each working in their own ways to defend animals. Bringing unparalleled research and a distinct and nuanced analytical viewpoint, Defending Animals shows that animal protection is not only physical, intellectual, and emotional work but also a labor so rooted in empathy and care that it just might bridge the vast divide between polarized people and help create a more humane future for us all. Kendra Coulter is Professor in Management and Organizational Studies at Western University's Huron University College, a Fellow of the Oxford Centre for Animal Ethics (UK), and a member of the prestigious Royal Society of Canada's College of New Scholars, Artists, and Scientists. Kyle Johannsen is a philosophy instructor at Trent University. His most recent book is Wild Animal Ethics: The Moral and Political Problem of Wild Animal Suffering (Routledge, 2021). Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/environmental-studies
Beloved dogs and cats. Magnificent horses and mountain gorillas. Curious chickens. What do we actually do to protect animals from harm—and is it enough? This engaging book provides a unique and eye-opening exploration of the world of animal protection as people defend diverse animals from injustice and cruelty. From the streets of major US cities to remote farms and tropical forests, Defending Animals: Finding Hope on the Front Lines of Animal Protection (MIT Press, 2023) is a gritty and moving portrait of the real work of animal protection that takes place in communities, courtrooms, and boardrooms. Globally recognized expert Kendra Coulter takes readers across the different landscapes of animal protection to meet people and animals of all kinds, from cruelty investigators to forensic veterinarians, wildlife rehabilitators and conservation leaders to animal lawyers and entrepreneurs, each working in their own ways to defend animals. Bringing unparalleled research and a distinct and nuanced analytical viewpoint, Defending Animals shows that animal protection is not only physical, intellectual, and emotional work but also a labor so rooted in empathy and care that it just might bridge the vast divide between polarized people and help create a more humane future for us all. Kendra Coulter is Professor in Management and Organizational Studies at Western University's Huron University College, a Fellow of the Oxford Centre for Animal Ethics (UK), and a member of the prestigious Royal Society of Canada's College of New Scholars, Artists, and Scientists. Kyle Johannsen is a philosophy instructor at Trent University. His most recent book is Wild Animal Ethics: The Moral and Political Problem of Wild Animal Suffering (Routledge, 2021). Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/public-policy
Beloved dogs and cats. Magnificent horses and mountain gorillas. Curious chickens. What do we actually do to protect animals from harm—and is it enough? This engaging book provides a unique and eye-opening exploration of the world of animal protection as people defend diverse animals from injustice and cruelty. From the streets of major US cities to remote farms and tropical forests, Defending Animals: Finding Hope on the Front Lines of Animal Protection (MIT Press, 2023) is a gritty and moving portrait of the real work of animal protection that takes place in communities, courtrooms, and boardrooms. Globally recognized expert Kendra Coulter takes readers across the different landscapes of animal protection to meet people and animals of all kinds, from cruelty investigators to forensic veterinarians, wildlife rehabilitators and conservation leaders to animal lawyers and entrepreneurs, each working in their own ways to defend animals. Bringing unparalleled research and a distinct and nuanced analytical viewpoint, Defending Animals shows that animal protection is not only physical, intellectual, and emotional work but also a labor so rooted in empathy and care that it just might bridge the vast divide between polarized people and help create a more humane future for us all. Kendra Coulter is Professor in Management and Organizational Studies at Western University's Huron University College, a Fellow of the Oxford Centre for Animal Ethics (UK), and a member of the prestigious Royal Society of Canada's College of New Scholars, Artists, and Scientists. Kyle Johannsen is a philosophy instructor at Trent University. His most recent book is Wild Animal Ethics: The Moral and Political Problem of Wild Animal Suffering (Routledge, 2021). Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/politics-and-polemics
Beloved dogs and cats. Magnificent horses and mountain gorillas. Curious chickens. What do we actually do to protect animals from harm—and is it enough? This engaging book provides a unique and eye-opening exploration of the world of animal protection as people defend diverse animals from injustice and cruelty. From the streets of major US cities to remote farms and tropical forests, Defending Animals: Finding Hope on the Front Lines of Animal Protection (MIT Press, 2023) is a gritty and moving portrait of the real work of animal protection that takes place in communities, courtrooms, and boardrooms. Globally recognized expert Kendra Coulter takes readers across the different landscapes of animal protection to meet people and animals of all kinds, from cruelty investigators to forensic veterinarians, wildlife rehabilitators and conservation leaders to animal lawyers and entrepreneurs, each working in their own ways to defend animals. Bringing unparalleled research and a distinct and nuanced analytical viewpoint, Defending Animals shows that animal protection is not only physical, intellectual, and emotional work but also a labor so rooted in empathy and care that it just might bridge the vast divide between polarized people and help create a more humane future for us all. Kendra Coulter is Professor in Management and Organizational Studies at Western University's Huron University College, a Fellow of the Oxford Centre for Animal Ethics (UK), and a member of the prestigious Royal Society of Canada's College of New Scholars, Artists, and Scientists. Kyle Johannsen is a philosophy instructor at Trent University. His most recent book is Wild Animal Ethics: The Moral and Political Problem of Wild Animal Suffering (Routledge, 2021). Learn more about your ad choices. Visit megaphone.fm/adchoices
Maria Morukian (Gen X), recognized organizational development practitioner specializing in training, coaching, and facilitation with a focus on diversity, equity, inclusion (DEI), and intercultural competence, joins Yo to discuss trends in DEI, emotions that can be present when leading DEI initiatives, and how “jaggedy” those efforts may appear. They also get into intergenerational expectations and how the societal polarization could be shifting its way back. Maria is the President of MSM Global Consulting, and an adjunct faculty member at American University's School of International Service. She previously served in leadership and organizational development positions at the U.S. Office of Personnel Management's Federal Executive Institute and the U.S. Department of State. She has also served in leadership positions at Management Concepts and the National MultiCultural Institute. Over the last two decades, Maria has trained and coached thousands of individuals around the world to build practices for better communication, foster competent and respectful workplaces, and navigate conflict for meaningful culture change. She has worked with such diverse clients as PBS Distribution, the National Park Service, National Institutes of Health, the World Bank, and the Association for Animal Welfare Advancement.. 3 Takeaways: 1. There are numerous emotions likely to be present for leaders when implementing DEI initiatives (fear, shame, courage). 2. We all want to have a balance of belonging and being recognized four our uniqueness. We want to be known for who we are. 3. There are complex deeply entrenched systems which have been around for a long time. We have to be willing to see the process as “jaggedy” and may not come out right or the way we hope the first time we try DEI initiatives. Related Episode: Ep 19, A Model for Diversity, Equity, & Inclusion More About Maria: Maria is a sought-after speaker and has presented at numerous events, including TEDx, the Forum on Workplace Inclusion, the Association for Talent Development, Blacks in Government, and Ellevate Women's Network. Her work has been published in Forbes and TD Magazine. She is author of Diversity, Equity & Inclusion for Trainers: Fostering DEI in the Workplace (ATD, 2022), and has contributed chapters to ATD's Handbook for Training and Talent Development (ATD, 2022) and the upcoming Building an Organizational Coaching Culture (Taylor & Francis, 2023). Maria is host of the podcast Culture Stew, which focuses on the multidimensionality of identity and best practices in diversity, equity, and inclusion. Maria earned a dual Bachelor's Degree from the University of Michigan in Organizational Studies and Spanish, and a Master's Degree from American University in International Communication. She lives in Washington, DC with her husband and two daughters. She is an avid runner, dancer, reader, traveler, and lover of theatre. How to reach Maria: Email: maria@msmglobalconsulting.com Website: www.msmglobalconsulting.com FB: MSM Global MSM_global on Instagram Culture Stew podcast Book: Diversity, Equity and Inclusion for Trainers Maria's Upcoming Event: Ember, a unique community and co-designed learning experience for DEI leaders and practitioners at every stage of their development How to reach Yo Canny: Our website: www.girltaketheleadpod.com You can send a message or voicemail there. We'd love to hear from you! email: yo@yocanny.com (Yo) FB group: Girl, Take the Lead https://www.facebook.com/groups/272025931481748/?ref=share IG: yocanny (Yo) YouTube LinkedIn: https://www.linkedin.com/in/yocanny/
This week Ivy Slater, host of Her Success Story, chats with her guest, Maurissa Bell. The two talk about the private equity market, and how Clairvest builds strategically significant businesses and helps them to scale. In this episode, we discuss: What drove her into the Mergers & Acquisitions space What Clairvest does to build strategically significant businesses, and how they support them in their growth How her journey brought her into a private equity company How her affinity for problem solving has expanded her knowledge base and assisted her in structuring businesses to help them scale Why does partnering with private equity companies get such a bad wrap How many jobs Clairvest has created, and the proven profitability that they offer to businesses Why there is such benefit for businesses in having financial partners What the golden resource is, and the importance of consistently expanding it Why a business should “date” its investors Maurissa joined Clairvest in 2022 and is involved in all areas of the investment process. Prior to joining, Maurissa was an executive at George Weston Limited, Canada's largest food and drug retailer, REIT and provider of financial services. Maurissa also held various roles in investment and corporate banking where she assisted companies achieving their growth objectives through mergers and acquisitions, as well as debt and equity financing. Maurissa is a Chartered Accountant (CPA, CA) and holds a Bachelor of Management and Organizational Studies, with a specialization in Finance from the University of Western Ontario. Website: https://www.clairvest.com/ Linkedin: https://www.linkedin.com/in/maurissa-bell-cpa-ca-1a706214 Instagram: www.instagram.com/mlbell
When Lucy Ryan's research revealed that midlife women were walking out of corporates in droves at the same age that the men around them were stepping into senior leadership positions, she knew it would make a great PhD topic. There was a massive data gap, and a clear benefit to organizations in understanding why one of their most valuable talent pools was quietly disappearing. Yet as she searched for a supervisor, time and time again she was told the research was 'unpublishable'. Luckily Lucy is made of sterner stuff, and her research has given us not only a new understanding of why midlife women are revolting against the constraints and biases of corporate life [hint: it's not because they 'lack ambition'], but what changes leaders can make to retain their invaluable talent and experience. In this conversation we talk through her findings, and also the tricky process of translating a PhD dissertation into a practical, inspiring book for every leader. Be prepared to be enraged, but also hugely entertained.
In this podcast episode, the discussion is with Dr. Kakali Bhattacharya, Professor at the School of Human Development and Organizational Studies in Education at the University of Florida, focusing on her research on De/colonization, her teaching, student supervising and some current publications. Kakali is one of our Keynote speakers at this year's Lumivero Virtual Conference in September 27 and 28, 2023. REGISTER for FREE
In this insightful episode, we sit down with Dr. John Jackson, the dedicated president of Jessup University. Amid the complexities of leading a conservative evangelical institution in California, Dr. Jackson provides a rare glimpse into the pressures and tensions he navigates. He highlights the importance of community engagement, advocacy, and the essential role of grace in conversations. Moreover, he elaborates on the university's active role in community service, emphasizing the value institutions like Jessup bring to their surroundings.Additionally, listeners are treated to an overview of his latest work, "Grace Ambassadors." Dr. Jackson underscores the urgency of living out one's faith authentically every day and the immeasurable power of relationships in leadership. His poignant reflections and practical advice are sure to resonate with our diverse audience, encompassing Christians, atheists, liberals, conservatives, and many more. Dive into this episode for a profound exploration of faith, leadership, and community dynamics.Guest Bio:Dr. John Jackson is the sixth President of William Jessup University. Since becoming President in 2011, John has led the University to triple in size, add Math, Sciences, Arts, Graduate Programs, and Online Programs and become regionally and nationally ranked. John has demonstrated strong communication, strategic and organizational leadership skills in his work with national and global organizations and ministries. Dr. Jackson has also written and co-authored ten books on leadership and spiritual formation and is a sought after speaker and consultant.Prior to joining William Jessup University, John served as the Executive Director of Thriving Churches International and as a Lead Pastor of Bayside Church in Granite Bay, California. He was the founding pastor of LifePoint Church in Minden, Nevada, and previously was the Executive Minister of the American Baptist Churches of the Pacific Southwest (now Transformation Ministries) where he was responsible to serve more than 270 churches in four western states and served on nine corporate boards. John also served as the Senior Pastor and in several staff roles at First Baptist Church of Oxnard and as the Youth Pastor at First Baptist Church of Buena Park. Dr. Jackson earned both his Ph.D. and M.A. in Educational Administration and Organizational Studies from the University of California, Santa Barbara; M.A. in Theology (Christian Formation and Discipleship) at Fuller Theological Seminary; and a B.A. in Religion (Christian History and Thought) from Chapman University. Dr. Jackson is married to Pamela Harrison Jackson and they make their home in Northern California; they have 5 children, and 5 grandchildren.Support the showTo learn more about the show, contact our hosts, or recommend future guests, click on the links below: Website: https://www.faithfulpoliticspodcast.com/ Faithful Host: Josh@faithfulpoliticspodcast.com Political Host: Will@faithfulpoliticspodcast.com Twitter: @FaithfulPolitik Instagram: faithful_politics Facebook: FaithfulPoliticsPodcast LinkedIn: faithfulpolitics
In this episode, Katee talks to Maria Morukian. Maria is an organizational consultant, coach, and facilitator specializing in diversity, equity, inclusion, and intercultural competence. She has worked with hundreds of clients in developing sustainable and transformational change efforts to build thriving organizational communities. Maria has worked with leaders around the world, including Mexico, Kazakhstan, Malaysia, Kosovo, Colombia, China, Kenya, Lebanon, and Senegal. Maria is on the faculty at American University, is a TEDx speaker, and is published in Forbes, Ellevate, and TD Magazine. Maria hosts a podcast on critical DEI issues called Culture Stew. Maria is author of the book, Diversity, Equity and Inclusion for Trainers: Fostering DEI in the Workplace (ATD Press, 2022) and co-author of ATD's Handbook for Training and Talent Development Handbook (ATD Press, 2022). Maria earned a dual Bachelor's Degree from the University of Michigan in Organizational Studies and Spanish, and a Master's Degree from American University in International Communication. She lives in Washington, DC with one husband, two daughters, and two cats, all of them rambunctious! If you like what you hear, we would like to encourage you to subscribe to our channel! We would also appreciate it if you would rate this channel by going here: RateThisPodcast.com/inclusiveaf We create this podcast as a labor of love. But if you would like to support this channel you can buy us a cup of coffee here: https://www.buymeacoffee.com/InclusiveAF
Get ready to uncover the power of belonging with our incredible guest, Dr. Geoff Cohen. He's got the latest research, and it's showing us that from the moment we're born 'til our final breath, feeling like we belong is absolutely crucial for learning and growing as individuals. Geoff also reveals the one thing that, if it could be bottled up, it would be a billion-dollar drug. So join us as we dig deep into how belonging is the precondition to learning! Transcript available at LainieRowell.com About Our Guest: Geoffrey L. Cohen is a Professor of Psychology and the James G. March Professor of Organizational Studies in Education and Business at Stanford University. He is a social psychologist by training and received his PHD at Stanford and his BA at Cornell. Professor Cohen's research examines the processes that shape people's sense of belonging and self-concept, and the role that these processes play in various social problems. Book: BELONGING: The Science of Creating Connection and Bridging Divides, by Geoffrey L. Cohen Website: geoffreylcohen.com Twitter: @GeoffCohen Instagram: @geoffrey.cohen.77 About Lainie: Lainie Rowell is an educator, international consultant, podcaster, and TEDx speaker. She is the lead author of Evolving Learner and a contributing author of Because of a Teacher. Her latest book, Evolving with Gratitude, was just released. An experienced teacher and district leader, her expertise includes learner-driven design, community building, online/blended learning, and professional learning. Learn more at linktr.ee/lainierowell. Twitter - @LainieRowell Instagram - @LainieRowell Evolving with Gratitude, the book, is now available! Purchase here! You can also get bulk orders for your staff (10 copies or more) at a discounted price! Just fill out the form linked below and someone will get back to you ASAP! bit.ly/ewgbulkdiscount
Adrienne M Waller is originally from Metro-Detroit, Michigan, USA. She studied at the University of Michigan-Ann Arbor for undergraduate studies with a concentration in Organizational Studies and Sociology. She received her masters for National Louis University in Elementary Education with a concentration in Special Education. Adrienne has been in education for over 15 years doing parent involvement work, teaching and leadership; serving in public, private and charter schools in the US, Qatar, China, Kuwait and now the Cayman Islands. Her leadership learning includes earning a Cambridge Leadership Certificate, Michigan School Administrator's Certificate and a Diversity, Equity and Inclusion Certificate. Matched with her leadership qualifications is a teaching certificate in Illinois for Elementary Education, Special Education, Middle School Social Studies and Middle School Math. Adrienne is the owner of Worldwide Educator, LLC an education consulting company focused on empowering educators to own their instructional genius while activating students. She helps educators realize their dreams beyond the classroom and across the world. Additionally, she has worked with educators across the country and the world in a variety of topics including but not limited to Justice, Equity, Diversity and Inclusion, Differentiated Instruction, Student Centered Learning and Effective English Language Arts Instruction. -- To support Adrienne and follow her journey and work, follow her here, www.worldwideeducator.org and https://instagram.com/worldwideeducator?utm_medium=copy_link. -- Thank you for taking some time to listen to this episode and for leaving your constructive feedback. The success of our show and the promotion of mental health in underrepresented and global communities depends on your support. Please subscribe to our Youtube channel, @aspire_counselingwell, and if you are interested in receiving more relevant mental health information, visit www.aspirecounselingwell.com and subscribe to our newsletter to join our community. You can also follow us on Instagram at our new account, @blackexpatexperience and on Twitter at @blackexpatlives, and lastly, the show is now available on the following podcast platforms: Apple, Stitcher, Google, and Spotify. Please subscribe, like, share, and rate the show! Be well and remember to prioritize your mental health today! --- Send in a voice message: https://podcasters.spotify.com/pod/show/blackexpatexperience/message
197: Building a New Community as a Nonprofit Leader (Sherri Chisholm)SUMMARYStepping into a new leadership role is an exciting challenge, but doing it in a new community can create new complexities. In episode #197 of Your Path to Nonprofit Leadership, seasoned nonprofit leader Sherri Chisholm shares how she navigated a new community while maintaining her personal and professional connection to the cause. She shares the steps she took to hone the organization's vision and message, and how each of her colleagues plays a role in advancing it. Traversing the nuances and politics of any community presents its own set of opportunities, and Sherri gives practical examples about how she established and developed these relationships. We also take a deep dive into economic mobility and the methods and resources available to individuals and organizations to increase the outcomes for all children. ABOUT SHERRISherri Chisholm joined Leading on Opportunity as its new director in September of 2020, bringing nearly a decade of experience as an educational and nonprofit strategist to the role. She has worked in senior leadership at national nonprofits and major school districts across the country, where she drove transformation through strategic planning, organizational effectiveness, and leadership development. Prior to joining Leading on Opportunity, Sherri served as the founding Executive Director of Urban Alliance Detroit, a national youth workforce development nonprofit that aims to expand access to economic opportunity for youth from under-resourced neighborhoods through paid internships, job skills training, and mentoring. She is also the founder and CEO of FreeSpace Consulting Group where she has worked to guide and support districts and nonprofit organizations across the country seeking to effect positive change in public education. Sherri holds a Bachelor of Arts degree in Organizational Studies and Spanish from the University of Michigan; a Master of Arts degree in Education from the Harvard University Graduate School of Education; and a Master of Arts degree in Education Leadership from the Los Angeles-based Broad Center for the Management of School Systems.EPISODE TOPICS & RESOURCES The Black Girl's Guide to Financial Freedom: Build Wealth, Retire Early, and Live the Life of Your Dreams by Paris WoodsLearn more about Sherri and Leading on Opportunity hereCheck out Patton's book Your Path to Nonprofit Leadership: Seven Keys to Advancing Your Career in the Philanthropic Sector
Ryan Gottfredson, Ph.D. is a cutting-edge mindset author, researcher, and consultant. He helps organizations vertically develop their leaders primarily through a focus on mindsets. He helps improve organizations, leaders, teams, and employees by improving their mindsets. Ryan is currently a leadership and management professor at the College of Business and Economics at California State University-Fullerton (CSUF). He holds a Ph.D. in Organizational Behavior and Human Resources from Indiana University, and a B.A. from Brigham Young University Ryan is the author of “Success Mindsets: The Key to Unlocking Greater Success in Your Life, Work, & Leadership.” (Morgan James Publishing), and Wall Street Journal and USA Today Best Seller. He also works with organizations to develop their leaders and improve their culture (collective mindsets). He has worked with top leadership teams at CVS Health (top 130 leaders), Deutsche Telekom (500+ of their top 2,000 leaders), and dozens of other organizations. As a respected authority and researcher on topics related to leadership, management, and organizational behavior, Ryan has published over 15 articles across a variety of journals including: Journal of Management, Journal of Organizational Behavior, Business Horizons, Journal of Leadership and Organizational Studies, and Journal of Leadership Studies. His research has been cited over 2,000 times since 2014. Get in touch with Ryan: https://ryangottfredson.com/
Cheryl A. Clarke is a Psychotherapist, an Un-stuck Coach, and the founder of the Speak Your Power Now Program which encompasses Live Seminars, Webinars, Coaching and Teaching Courses. She has a Bachelor's Degree in Psychology from the College of New Rochelle, a Master's Degree in Marriage and Family Therapy from Mercy College and is currently pursuing her Doctoral Degree in Organizational Studies from Columbia International University. She inspires, motivates, and engages individuals to make a difference in their lives by using their stories to heal and become unstuck in their communication. She is a wife and a mother of 6 adult children. Connect with Cheryl A. Clarke Website: https://speakyourpowernow.com/ Instagram: https://www.instagram.com/cherylaclarke/?igshid=YmMyMTA2M2Y%3D Facebook: https://www.facebook.com/cheryl.clarke.3538 Resources Community Membership: https://academy.speakyourpowernow.com/register/learners-community-membership/ Programs: https://speakyourpowernow.com/programs/ Courses: https://speakyourpowernow.com/courses/ Connect with Amy Sanders Website: www.amysanders.co Instagram: https://www.instagram.com/coachamysanders/?hl=en LinkedIn: https://www.linkedin.com/in/luckysanders/ Thrive Club: Mastering Coaching, Mindset & Manifesting https://www.facebook.com/groups/261373872245132: Rate this podcast: https://ratethispodcast.com/thriveherpodcast --- Support this podcast: https://anchor.fm/thriveher/support
What does it really mean to belong? And why is it one of the most challenging topics of discussion and feeling to embody? In this episode, Jess and Jess sit down with Professor Geoffrey Cohen, and author of Belonging, for a raw conversation about their own experiences that have informed their understanding and shaped their expectations of belonging. Professor Cohen brings research and science to the conversation, and helps The Two Jess(es) understand that by putting themselves out their with the intention of getting to know others in order to help them belong, we can all make the world a better place. But beyond that, he provides a very human approach to not only his work, but this conversation- and gives really practical advice on how to help ourselves, and others in the neverending quest of feeling like we belong.This one is full of enlightening information, and above all, hope.Meet Professor Cohen:Geoffrey L. Cohen is Professor of Psychology and the James G. March Professor of Organizational Studies in Education and Business at Stanford University. He lives in Palo Alto, California. Thanks to our sponsor!Lyssa Seward: https://www.ttrsir.com/eng/associate/279-a-3012-4043609/lyssa-sewardSupport the show
Psychologists Off The Clock: A Psychology Podcast About The Science And Practice Of Living Well
Belonging uncertainty is a common experience in social life. It is a feeling of not fitting into a particular social group or environment. People who experience this may feel like an outsider, isolated from those around them, or unable to connect with people in their environment. Professor of Psychology, Geoffery L. Cohen is here to remind us of the importance of fostering self-awareness to better understand our feelings and the actions we should take when faced with a sense of belonging uncertainty. Geoffery's book Belonging: The Science of Creating Connection and Bridging Divides provides a fascinating look into the realm of social psychology and how it can be used to combat the daunting feeling of not belonging. Through Geoffery's knowledge and insight, you will gain a clear understanding of the changes that can be made to conquer feelings of belonging uncertainty. His work is invaluable in the effort to empower individuals to create strong, meaningful connections and build bridges of understanding and empathy. Listen and Learn: The role of social psychology in turning everyday encounters into opportunities for understanding, connection, and growth An overview of Geoffery's research on social problems Belonging uncertainty unpacked How social climate can contribute to certain behaviors The concept of stereotype threat How can we cultivate a sense of belonging in the workplace What can be done to change that feeling of not belonging? The difference between perspective gathering and perspective taking Bridging the divide by helping people feel heard and understood Resources: Geoffrey L. Cohen's website: https://www.geoffreylcohen.com/ For more about Geoffery, check out his Stanford faculty page: https://ed.stanford.edu/faculty/glc Get your copy of Belonging: The Science of Creating Connection and Bridging Divides here: https://bookshop.org/a/30734/9781324006183 About Geoffrey L. Cohen Geoffrey L. Cohen is a Professor of Psychology and the James G. March Professor of Organizational Studies in Education and Business at Stanford University. He is a social psychologist by training and received his PHD at Stanford and his BA at Cornell. Professor Cohen's research examines the processes that shape people's sense of belonging and self-concept, and the role that these processes play in various social problems. He has studied the big and small threats to belonging and self-integrity that people encounter in school, work, health care settings, politics, communities, and relationships. He and others have developed concrete, science-backed strategies to create more welcoming spaces for people from all walks of life. He believes that the development of psychological theory depends not just on descriptive and observational research but on theory-driven intervention. He has long been inspired by Kurt Lewin's quip, “The best way to understand something is to try to change it.” Related episodes: 51. The Psychology of Political Division with Yael and Debbie 96. Effective Conversations About Diversity with Anatasia Kim and Alicia del Prado 199. Belonging From the Inside Out with Meg McKelvie 234. The Power of Us with Dominic Packer 255. Influence is Your Superpower with Zoe Chance 262. Hope and Values in Dark Times with Us Learn more about your ad choices. Visit megaphone.fm/adchoices
We live in deeply divided times, but scientific research says there are proven ways to meet in the middle. Geoffrey L. Cohen is professor of psychology and the James G. March Professor of Organizational Studies in Education and Business at Stanford University. He joins host Krys Boyd to discuss why establishing connections and reflecting on core values are keys to creating empathy. His book is “Belonging: The Science of Creating Connection and Bridging Divides.”
Geoffrey L. Cohen is a Professor of Psychology and the James G. March Professor of Organizational Studies in Education and Business at Stanford University. He is a social psychologist by training and received his PHD at Stanford and his BA at Cornell. Professor Cohen's research examines the processes that shape people's sense of belonging and self-concept, and the role that these processes play in various social problems. He has studied the big and small threats to belonging and self-integrity that people encounter in school, work, health care settings, politics, communities, and relationships. He and others have developed concrete, science-backed strategies to create more welcoming spaces for people from all walks of life. He believes that the development of psychological theory depends not just on descriptive and observational research but on theory-driven intervention. He has long been inspired by Kurt Lewin's quip, “The best way to understand something is to try to change it.” For more of Georrfey: Website: https://www.geoffreylcohen.com Book: https://www.geoffreylcohen.com/book To become a patron and help this program continue producing this show, and get access to patron-only events, go to www.patreon.com/hellohuman and pledge any amount.
As America's mainline colleges and universities continue their 50+ year descent into political indoctrination and teaching anything but career skills, leaders are wondering what they're getting when hiring recent graduates. Today's podcast is with Dr. John Jackson, the President of William Jessup University, the 3rd fastest growing institution of its type in the nation. Prior to Jessup, John has been an entrepreneur, a journey he wrote about in one of his many books, Pastorpreneur. David and John have a candid conversation about the state of education in America today, and how that is affecting our economy. The situation is not all bad, but it has never been so dire. What's a leader to do? Listen in and hear some great insights. John has served as the executive director of Thriving Churches International. He is the founding pastor of LifePoint Church in Minden, Nevada, and was the executive minister of the American Baptist Churches of the Pacific Southwest (now Transformation Ministries) where he served more than 270 churches in four western states. Dr. Jackson holds a Ph.D. and M.A. in Educational Administration and Organizational Studies from the University of California, Santa Barbara; M.A. in Theology (Christian Formation and Discipleship) at Fuller Theological Seminary; and a B.A. in Religion (Christian History and Thought) from Chapman University. Spotify: https://open.spotify.com/show/41rIZOQ Apple Podcasts: https://podcasts.apple.com/us/podcast Google Podcasts: https://podcasts.google.com/feed/aHR0 Manage2Win: https://www.manage2win.com/podcast ------- This Manage 2 Win Podcast episode is brought to you by Habitly. I (David) review Habitly best practices regularly, and teach these essential people skills to clients weekly. This advice has changed my life, and made millions for our clients. I started developing Habitly content in 2004. Habitly's powerful best practices have now been taught to thousands of people worldwide. For instance, you can learn how to Create time in your day; Get more from meetings; Stay calm; Achieve significant targets; and Become a great leader. Simply study and apply the expert knowledge provided in Habitly courses and micro-learning episodes. Whether you're just out of college, or someone with over 20 years work experience, learn the habits of highly successful people on Habitly. Test drive Habitly for 7 days on us! This includes full access to the entire Habitly knowledgebase – www.habitly.com.
My guest today is Geoffrey Cohen, the James G. March Professor of Organizational Studies in Education and Business, professor of psychology and, by courtesy, at the Graduate School of Business at Stanford University. He is also a faculty affiliate of the Stanford Institute for Human-Centered Artificial Intelligence. His research focuses on how brief interventions can create long-lasting psychological and behavioral change. His focus has been on the psychology of self and belonging. He and his colleagues have shown how brief values-affirmations can benefit school performance, close political divides, and open people up to threatening information. The topic is his book Belonging: The Science of Creating Connection and Bridging Divides. In this episode of Trend Following Radio we discuss: The roots of the modern dilemma Why is belonging important? Modern society and the crisis of belonging Jump in! --- I'm MICHAEL COVEL, the host of TREND FOLLOWING RADIO, and I'm proud to have delivered 10+ million podcast listens since 2012. Investments, economics, psychology, politics, decision-making, human behavior, entrepreneurship and trend following are all passionately explored and debated on my show. To start? I'd like to give you a great piece of advice you can use in your life and trading journey… cut your losses! You will find much more about that philosophy here: https://www.trendfollowing.com/trend/ You can watch a free video here: https://www.trendfollowing.com/video/ Can't get enough of this episode? You can choose from my thousand plus episodes here: https://www.trendfollowing.com/podcast My social media platforms: Twitter: @covel Facebook: @trendfollowing LinkedIn: @covel Instagram: @mikecovel Hope you enjoy my never-ending podcast conversation!
How did we become so deeply divided? In 2019, hate crimes reached a ten-year high in the United States. In 2020, 40% of each political party deemed supporters of the opposing party “downright evil.” In addition to division across political lines, rampant discord is likewise rooted in other hot-button issues like race, religion, gender, and class. Despite one in five Americans suffering from chronic loneliness, it seems that we are collectively determined to distance ourselves from those who aren't like us. But what if there were a set of scientifically grounded techniques that could help us overcome our differences, create empathy, and forge lasting connections? That's where Stanford University professor Geoffrey Cohen comes in. In his book Belonging: The Science of Creating Connection and Bridging Divides, Cohen examines the issues that poison our communal existence and undermine our sense of belonging, and offers solutions to help us establish connections using even the smallest of gestures. Even skeptics can appreciate these research-based practices, which have been shown to lessen political polarization, improve motivation and performance in school and work, combat racism, and enhance health and well-being. Cohen's work may be helpful for parents, educators, managers, or anyone else who wants to foster harmonious interpersonal relationships and healthier environments. Belonging reminds us that our personal need to belong is mirrored in other people. Geoffrey L. Cohen is professor of psychology and the James G. March Professor of Organizational Studies in Education and Business at Stanford University. Prof. Cohen's research examines processes that shape people's sense of belonging and self and implications for social problems. He studies the big and small threats to belonging and self-integrity that people encounter in school, work, and health care settings, and strategies to create more inclusive spaces for people from all walks of life. He has long been inspired by Kurt Lewin's quip, “The best way to try to understand something is to try to change it.” He lives in Palo Alto, California. Ruchika Tulshyan is the founder of Candour, a global inclusion strategy firm. She is a regular contributor to The New York Times and Harvard Business Review. As a keynote speaker, Ruchika has addressed audiences at organizations like NASA, Bill & Melinda Gates Foundation, and U.S. Congress. Ruchika is on the Thinkers50 Radar list and Hive Learning's Most Influential D&I Professionals. She is a former business journalist who is now regularly quoted as a media expert in outlets like NPR, The New York Times, and Bloomberg. Ruchika is the author of The Diversity Advantage: Fixing Gender Inequality in the Workplace and Inclusion on Purpose: An Intersectional Approach to Creating a Culture of Belonging at Work. Belonging: The Science of Creating Connection and Bridging Divides Phinney Books
Hosted by Andrew Keen, Keen On features conversations with some of the world's leading thinkers and writers about the economic, political, and technological issues being discussed in the news, right now. In this episode, Andrew is joined by Geoffrey L. Cohen, author of Belonging: The Science of Creating Connection and Bridging Divides. Geoffrey L. Cohen is professor of psychology and the James G. March Professor of Organizational Studies in Education and Business at Stanford University. He lives in Palo Alto, California. Learn more about your ad choices. Visit megaphone.fm/adchoices
Nathan Furr discusses how to reframe your relationship with uncertainty to open up to new possibilities. — YOU'LL LEARN — 1) How to turn the fear of the unknown into an excitement for possibilities 2) The six types of risk and how to manage them 3) How to deal with the frustrations of failure Subscribe or visit AwesomeAtYourJob.com/ep801 for clickable versions of the links below. — ABOUT NATHAN — Nathan Furr is a professor of strategy and innovation at INSEAD in Paris and an expert in the fields of innovation and technology strategy. His bestselling books include The Innovator's Method and Innovation Capital. Published regularly in Harvard Business Review, MIT Sloan Management Review, Forbes and Inc., he is an Innosight Fellow, has been nominated for the Thinkers50 Innovation Award, and works with leading companies including Google, Microsoft, Citi, ING, and Philips.• Book: The Upside of Uncertainty: A Guide to Finding Possibility in the Unknown • Website: UncertaintyPossibility.com — RESOURCES MENTIONED IN THE SHOW — • Study: “Prospect Theory: An Analysis of Decision under Risk” by Daniel Kahneman and Amos Tversky • Study: “Drop Your Tools: An Allegory for Organizational Studies” by Karl E. Weick • Book: The Colossus of Maroussi by Henry Miller • Book: Finite and Infinite Games by James Carse • Film: Son of a Lion • Past episode: 210: How to Generate Many Creative Ideas with Tina Seelig See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.
In this episode, Xavier Bonilla has a dialogue with Geoffrey Cohen about the science around the concept of belonging. They discuss Kurt Lewin's work on social psychology, specifically on his idea of situation building and the importance of the environment. They talk about the individual vs. collective dichotomy, five vital resources, belonging uncertainty, and belonging with identity. They also discuss us vs. them, interpersonal dynamics and perception, the negative side of belonging and fundamental attribution error. They talk about stereotypes and biases and how to foster belonging in schools, workforce, and in society. Geoffrey Cohen is a social psychologist and James G. Marsh Professor of Organizational Studies in Education and Business, Professor of Psychology at Stanford University. He has a bachelors in psychology from Cornell University and PhD from Stanford University. His main research areas are the psychology of the self and belonging. You can find his work here. Twitter: @geoffcohen
In today's episode, we cover the concept of belonging with Geoffrey Cohen. Cohen is the James G. March Professor of Organizational Studies in Education and Business, professor of psychology and, by courtesy, at the Graduate School of Business at Stanford University, and the author of Belonging: The Science of Creating Connection and Bridging Divides. Humans are social creatures and our health is tied to our social bonds, so what happens when we lose the sense of belonging, what can you do to improve your ability to foster that connection with others, and how do you develop the empathy necessary to connect with people from all walks of life?What to Listen ForIntroduction – 0:00What does it mean to belong and what happens to us when we don't feel a sense of belonging?Situation Crafting – 20:48 What is situation crafting and how can you leverage it to accomplish your goals?What simple tricks can you use to accelerate your progress toward changing or improving your behavior?Turning Knowledge into Action – 35:30How do you take information you learn in one area and apply it to other areas of your life to save time and energy?What are the three ingredients necessary to effect change on an individual level?How to connect with people across different beliefs – 45:10What obstacles get in the way of connecting with people who have different beliefs than your own?How do you develop empathy for cultures or belief systems you have no experience with?We all want to feel like we belong, that we are a part of something larger than ourselves. When we don't have that sense of belonging, it can be damaging both mentally and emotionally. But what if there were ways to create a sense of belonging for yourself? What if you could use the power of situation crafting to your advantage? There are simple tricks you can use to get started on this journey and develop empathy for cultures or belief systems that are new to you. The bottom line is that developing a sense of belonging is crucial to our well-being as humans. With the right tools and information, you can find belonging in even the most difficult situations.A Word From Our SponsorsDo you LOVE the toolbox episodes? Did you know that every week we give a LIVE mini-toolbox lesson inside our Private Facebook Group? Best of all it is FREE to join. Join today and get access to all of our live training and level up your communication, leadership, influence and persuasion skills. With 14,000 members it's a great place to network, learn and overcome any obstacle that's in your way.Did you know that you can get the whole Art of Charm catalog when you subscribe to Stitcher Premium using our link? That's 15 years of podcasts featuring expert guests and toolbox episodes! Sign up today and use Code “CHARM” to get a free month!Running out of things to say in conversation… and still struggling to get people interested in you? That's an uncomfortable position to be in. Don't want to risk getting tongue-tied and screwing things up the next time you meet someone? Check out Conversation Magic now to make sure you don't crash and burn. With our bulletproof formula, you'll be flirting up a storm, sparking fun and engaging conversations, and making high-value friends anywhere!Resources from this EpisodeBelonging: The Science of Creating Connection and Bridging Divides by Geoffrey CohenGeoffrey L Cohen's websiteGeoffrey L Cohen's Stanford Faculty pageCheck in with AJ and Johnny!AJ on InstagramJohnny on InstagramThe Art of Charm on InstagramThe Art of Charm on YouTube
In the latest episode of the Empowerography Podcast, my guest is Althea Williams. Althea Williams, the Founder / CEO of She Vets It, a national woman veteran community that bridge the gap between women veterans, their families and veterans organizations, using TV and Podcast series to talk about business, mental health & wellness, and creative programs. Althea isn't your average women combat veteran, she joined after having 20+ years of civilian work and graduate school after receiving her MBA degree, in leadership and management from the University of La Verne and B.A. Degree in Organizational Studies from Pitzer College, both in California. Althea is a retired Army Veteran, a wife, mother of five (5), grandmother of one (1), with a family lineage of very successful serial entrepreneurs, community leaders, Olympic athletic, and generations of military veterans who served in every single war. After years of serving her community and the United States military, she vowed to spend the next chapter of her life to serve and inspire women veteran's to push towards their purpose, after the uniform. In this episode we discuss She Vets It, mental health among veterans, ageism and gender bias in the military and the blessings of giving to others. Website - https://www.shevetsit.com/ IG - http://www.instagram.com/she_vets_it FB - https://www.facebook.com/shevetsit "I was in the army for about 8 years before I was medically retired" - 00:02:31 "Women vets are the largest segment of the homeless population amongst veterans" - 00:15:16 "You were created for a purpose" - 00:40:04 Empowerography would like to offer you a discount code to one of our exclusive partners, Quartz & Canary Jewelry & Wellness Co. Please use CODE EMPOWER15 to receive 15% off upon check out at www.quartzandcanary.com. Quartz & Canary is truly the place, where spirituality meets style.
In the latest episode of the Empowerography Podcast, my guest is Althea Williams. Althea Williams, the Founder / CEO of She Vets It, a national woman veteran community that bridge the gap between women veterans, their families and veterans organizations, using TV and Podcast series to talk about business, mental health & wellness, and creative programs. Althea isn't your average women combat veteran, she joined after having 20+ years of civilian work and graduate school after receiving her MBA degree, in leadership and management from the University of La Verne and B.A. Degree in Organizational Studies from Pitzer College, both in California. Althea is a retired Army Veteran, a wife, mother of five (5), grandmother of one (1), with a family lineage of very successful serial entrepreneurs, community leaders, Olympic athletic, and generations of military veterans who served in every single war. After years of serving her community and the United States military, she vowed to spend the next chapter of her life to serve and inspire women veteran's to push towards their purpose, after the uniform. In this episode we discuss She Vets It, mental health among veterans, ageism and gender bias in the military and the blessings of giving to others. Website - https://www.shevetsit.com/ IG - http://www.instagram.com/she_vets_it FB - https://www.facebook.com/shevetsit "I was in the army for about 8 years before I was medically retired" - 00:02:31 "Women vets are the largest segment of the homeless population amongst veterans" - 00:15:16 "You were created for a purpose" - 00:40:04 Empowerography would like to offer you a discount code to one of our exclusive partners, Quartz & Canary Jewelry & Wellness Co. Please use CODE EMPOWER15 to receive 15% off upon check out at www.quartzandcanary.com. Quartz & Canary is truly the place, where spirituality meets style.
Ryan Gottfredson, Ph.D. is a cutting-edge mindset author, researcher, and consultant. He helps organizations vertically develop their leaders primarily through a focus on mindsets. He helps improve organizations, leaders, teams, and employees by improving their mindsets. Ryan is currently a leadership and management professor at the College of Business and Economics at California State University-Fullerton (CSUF). He holds a Ph.D. in Organizational Behavior and Human Resources from Indiana University, and a B.A. from Brigham Young University Ryan is the author of “Success Mindsets: The Key to Unlocking Greater Success in Your Life, Work, & Leadership.” (Morgan James Publishing), and Wall Street Journal and USA Today Best Seller. He also works with organizations to develop their leaders and improve their culture (collective mindsets). He has worked with top leadership teams at CVS Health (top 130 leaders), Deutsche Telekom (500+ of their top 2,000 leaders), and dozens of other organizations. As a respected authority and researcher on topics related to leadership, management, and organizational behavior, Ryan has published over 15 articles across a variety of journals including: Journal of Management, Journal of Organizational Behavior, Business Horizons, Journal of Leadership and Organizational Studies, and Journal of Leadership Studies. His research has been cited over 2,000 times since 2014. Take the Mindset Assessment here: https://s.ryangottfredson.com/mindsetassessment Take the Vertical Development Assessment here: https://ryangottfredson.com/vertical-development-assessment
In this episode, Xavier Bonilla had a dialogue with Elizabeth Popp Berman about the economic style and how it has permeated American economics over the 20th Century. They start the conversation by giving an example of the economic style limiting the Obama Administration. They define and explain what the economic style is and how it will emphasize efficiency. They discuss the history of the economic style, how it became institutionalized, along with an overview of Macro and Micro economics. They also talk about the shift to public policy and how we got things like the Congressional Budget Office (CBO). They discuss how the economic style was used in the Reagan and Clinton administrations and what are other alternatives besides the economic style. Elizabeth Popp Berman is a sociologist and Associate Professor of Organizational Studies at the University of Michigan. She has her PhD from the University of California, Berkeley and studies economic sociology and the sociology of science and knowledge. She is the author of the most recent book, Thinking Like An Economist. You can find her work here and here. Twitter: @epopppp
Elizabeth Popp Berman joins us to discuss how what she calls the "economic style of reasoning" came to dominate US political debates in the 20th century, and the way it continues to constrain what is understood to be politically possible. Elizabeth Popp Berman is Associate Professor of Organizational Studies at the University of Michigan. FInd her new book, Thinking Like An Economist: How Efficiency Replaced Equality in U.S. Public Policy, here: https://press.princeton.edu/books/hardcover/9780691167381/thinking-like-an-economist# As always, support Death Panel at www.patreon.com/deathpanelpod Pre-orders are now live for Bea and Artie's book! Pre-order HEALTH COMMUNISM here: bit.ly/3Af2YaJ Death Panel merch here (patrons get a discount code): www.deathpanel.net/merch join our Discord here: discord.com/invite/3KjKbB2
This week we're joined again by Jeremy Levine, Assistant Professor of Organizational Studies and Sociology at the University of Michigan. In part 2 of our conversation Jeremy talks more about his book Constructing Community: Urban Governance, Development, and Inequality in Boston. In Part 2 we discuss how people talk about “the community” and what public outreach and participation could look like in the future. Follow us on twitter @theoverheadwire Support the show on Patreon http://patreon.com/theoverheadwire Buy the book on our Bookshop.org Affiliate site!
This week we're joined by Jeremy Levine, Assistant Professor of Organizational Studies and Sociology (by courtesy) at the University of Michigan. Jeremy talks about his book Constructing Community: Urban Governance, Development, and Inequality in Boston and describes how neighborhood groups, elected officials, and public servants all claim the mantle of representing “the community.” In Part 1 we discuss how he went about his research in Boston, and how groups coalesced around the idea of the Fairmount Corridor. Follow us on twitter @theoverheadwire Support the show on Patreon http://patreon.com/theoverheadwire Buy the book on our Bookshop.org Affiliate site!
Jeff Bristol was raised in Temecula Valley, CA, where played soccer, football, baseball and excelled in wrestling. In high school, he was named an All-American wrestler and went on to wrestle at the University of Davis where he placed in the Pac 10 Conference and graduated with a Bachelor of Science in Sociology and Organizational Studies. Jeff began working at Fitness Quest 10 in 2011 as a Director of First Impressions, and he will be the first to tell you Fitness Quest 10 changed his life. After a decade-long battle with addiction, joining the team at FQ10 and being surrounded by a positive community and embedded in a culture of growth and acceptance changed his life! Shortly after joining the team, he knew he had found his purpose and became a certified personal trainer by ACE. Jeff quickly became the busiest trainer on staff and began wanting to grow into a leadership role on staff. In 2018 he transitioned in the General Manager role which led Jeff to partnering with Todd and becoming the co-owner of Fitness Quest 10 in 2021. Jeff is committed to leading the team by growing and cultivating the one-of-a-kind culture at Fitness Quest 10 while still enjoying training anyone from kids, moms and dads, working professionals and retirees, to all levels of athletes. Jeff is dedicated to Fitness Quest 10's mission to change lives and seeks to help everyone get the most out of their health and fitness journey.
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