Podcasts about ten types

My guest today on The Courage of a Leader podcast is Larry Keeley. We delved into some thought-provoking concepts and practical steps to fuel innovation.In this episode, Larry addresses the inherent fears associated with innovation, both for young innovators and senior leaders who sponsor it. By establishing well-governed, well-led, and senior executive-sanctioned frameworks for innovation, these fears can be overcome.This is not an episode to miss! About the Guest:With forty years of work as an innovation scientist, Larry Keeley works to make innovation much more effective. He is the co-founder of Doblin, the leading global firm focused on innovation effectiveness—over 700 alumnae in that network. Professor at IIT Institute of Design for 39-years, first university in the world to grant PhDs in design and innovation; Board member and leading employer of graduates. Professor at Kellogg Graduate School of Management, MMM Program for 12-years; named Distinguished Professor there, 2015. He has helped educate more than 5,900 Masters or PhD students as innovators—a huge global network ofcolleagues. Author of #2 all-time best-selling book on innovation, Ten Types of Innovation, translated into 15- languages. Selected by Business Week as one of the top seven global ”gurus” of the innovation field. Then separately selected by them as one of the top 27-designers in the world. Currently Keeley runs Keeley Innovations LLC, his own private consultancy, advising individuals and firms that he believes can change the world. This gives him complete independence, with no teams, firms, methods, or follow-on activities he is obligated to represent. About the Host:Amy L. Riley is an internationally renowned speaker, author and consultant. She has over 2 decades of experience developing leaders at all levels. Her clients include Cisco Systems, Deloitte and Barclays.As a trusted leadership coach and consultant, Amy has worked with hundreds of leaders one-on-one, and thousands more as part of a group, to fully step into their leadership, create amazing teams and achieve extraordinary results. Amy's most popular keynote speeches are:The Courage of a Leader: The Power of a Leadership LegacyThe Courage of a Leader: Create a Competitive Advantage with Sustainable, Results-Producing Cross-System CollaborationThe Courage of a Leader: Accelerate Trust with Your Team, Customers and CommunityThe Courage of a Leader: How to Build a Happy and Successful Hybrid TeamHer new book is a #1 international best-seller and is entitled, The Courage of a Leader: How to Inspire, Engage and Get Extraordinary Results.www.courageofaleader.comhttps://www.linkedin.com/in/amyshoopriley/ Links mentioned in the podcastThe Inspire Your Team assessment (the courage assessment) - https://courageofaleader.com/inspireyourteam/Ten Types of Innovation: The Discipline of Building Breakthroughs (book) by Larry Keeley - https://www.amazon.com/Ten-Types-Innovation-Discipline-Breakthroughs-ebook/dp/B00DZLBHU8Innovators Dilemma (book) by Clayton Christensen - https://www.amazon.com/Innovators-Dilemma-Technologies-Management-Innovation-ebook/dp/B012BLTM6I Thanks for listening!Thanks so much for listening...

It's the 50th episode of AgCredit Said It! In this milestone episode, the hosts get together to discuss their resolutions for the new year. Tune in to hear what suggestions each of our hosts has for farmers and how you can set goals and create plans to work towards success in your operation in the new year!  Show Notes: Resources mentioned in this episode: Ep. 27: Long-Term Care and the Farm with Robert Moore Nationwide Land As Your Legacy Program Ep. 4: What are Year-End Balance Sheets and How to Build Them with Credit Analyst Joel Althauser Ep. 26: Cash Rents - Tips & Strategies for Mitigating Risk with Barry Ward Ep. 20: Six Tips for Young, Beginning and Starting Farmers from Zippy Duvall, American Farm Bureau President Ep. 9: Ten Types of Farm Insurance Coverage You Should Know About with Luke Lichtensteiger Ohio Farm Bureau and Nationwide Insurance   Connect with AgCredit on Facebook, X and Instagram Share questions and topic ideas with us: Email podcast@agcredit.net  

As a collector of mokuhanga, I am constantly exploring the reasons behind my love of collecting mokuhanga and why I make it and educate myself about it; it seems to be layered, even for my modest collection. So it is always fascinating to speak to someone who has been collecting for many years, with a deep understanding of why they collect and how they do.    I speak with mokuhanga collector Darrel C. Karl about his collection of prints, paintings and scrolls. It's one to admire. Collecting for years now, Darrel was kind enough to speak to me about his collection, how he began it, his love of preparatory drawings, collecting ukiyo-e, shin hanga, and we discussed in length his blogs, Eastern Impressions and Modern Japanese Theatre Art Prints.  Please follow The Unfinished Print and my own mokuhanga work on Instagram @andrezadoroznyprints or email me at theunfinishedprint@gmail.com  Notes: may contain a hyperlink. Simply click on the highlighted word or phrase. Artists works follow after the note. Pieces are mokuhanga unless otherwise noted. Dimensions are given if known. Darrel C. Karl - Eastern Impressions & Modern Japanese Theatre Art Prints. Hashiguchi Goyō (1880-1921) - a woodblock print designer who also worked, albeit shortly, with Watanabe Shōzaburō. In his short life Goyō designed some of the most iconic woodblock prints ever made. “Kamisuki” 1920, and “Woman Applying Powder” 1918.  Woman Applying Make-up (Hand Mirror) 1970's/80's reprint Ishikawa Toraji (1875-1964) -trained initially as a painter, having travelled to Europe and The States early in his professional life. Painted primarily landscapes while exhibiting at the fine art exhibitions in Japan Bunten and Teiten. Famous for designing Ten Types of Female Nudes from 1934-35. He finished his career as a painter and educator.  Morning from Ten Types of Female Nudes (1934) Charles W. Bartlett (1860-1940) - was a British painter, watercolorist and printmaker. Travelling the world in 1913, Bartlett ended up in Japan two years later. Having entered Japan, Bartlett already had a reputation as an artist. Bartlett's wife, Kate, had struck up a friendship with printmaker and watercolorist Elizabeth Keith. Watanabe Shōzaburō was acutely aware of foreign artists coming to Japan, having worked with Fritz Capelari and Helen Hyde. Watanabe published 38 designs with Charles Bartlett. Bartlett's themes were predominantly of his travels.  Udaipur (1916) 8" x 11"  Paul Binnie - is a Scottish painter and mokuhanga printmaker based in San Diego, USA. Having lived and worked in Japan in the 1990s, studying with printmaker Seki Kenji whilst there, Paul has successfully continued to make mokuhanga and his paintings to this day. You can find Paul's work at Scholten Gallery in Manhattan, and Saru Gallery in The Netherlands.  Butterly Bow (2005) 15" x 11" Yamakawa Shuhō (1898-1944) - was a Nihon-ga painter and printmaker. His prints were published by Watanabe Shōzaburō and he created the Blue Collar Society in 1939 with Itō Shinsui. Made famous for his bijin-ga prints.  Dusk (1928) 14.3" x 9.5" Red Collar (1928) Otojirō Kawakami (1864-1911) - was a Japanese actor and comedian. His wife was geisha, and actress Sadayako (Sada Yakko).  Impressions - is a biannual magazine published by The Japanese Art Society of America.  Andon - is a biannual magazine published by The Society of Japanese Art.  Gallaudet University - is a private federally charted university located in Washington D.C., USA for the deaf and hard of hearing. More info can be found here.  National Museum of Asian Art - is a museum within the Smithsonian group museums and was the first fine art museum by The Smithsonian in 1923. More info can be found, here.  Vincent Hack (1913-2001) - was an American printmaker and Colonel in the United States Army. He produced mokuhanga from ca. 1950-1960. He studied in the Yoshida atelier while living in Tokyo. More information about VIncent Hack can be found in Eastern Impressions, here.  Chinese beauty and Dragon (not dated) Elizabeth Keith (1887-1956) - was a Scottish born printmaker, watercolorist, and painter. She travelled extensively before living in Japan  from 1915-1924. In 1917 she was introduced to print published Watanabe Shōzaburō and by 1919 after some work with Watanabe's skilled artisans Keith started to see some of her designs printed. Over 100 prints were published of Keith's designs. More information can be found, here.  Little Pavillion, Coal Oil, Peking (1935) Lillian May Miller (1895-1943) - was a Japan born American printmaker. Studying under painter Kanō Tomonobu (1853-1912). Miller began carving and printing her own prints by 1925 having studied under Nishimura Kumakichi.  Rain Blossoms (1928) 10" x 15" Nöel Nouët  (1885-1969) - was a French painter, illustrator and designer who designed prints for Doi Hangaten between 1935 and 1938 when Nouët was teaching in Shizuoka City, Shizuoka, Japan.  Haruna Lake (1938) Helen Hyde (1868-1919) - was an American etcher, and printmaker who studied in Japan with artists such as Emil Orlik (1870-1932). Hyde was influenced by French Japonisme and lived in Japan from 1903-1913.  A Japanese Madonna (1900) 14.5" x 3" Kataoka Gadō V (1910-1993) - was a Kabuki actor who specialized in female roles or onnagata in Japanese. He became Kitaoka Nizaemon XIV posthumously.  Natori Shunsen (1886-1960) - was a Nihon-ga painter and woodblock print designer who worked with Watanabe Shōzaburō. Shunsen's prints focused on kabuki actors, mainly ōkubi-e , large head prints.  Ichikawa Ennosuke as Kakudayu (1928) 15" x 10" Kabuki-za - is the main theatre in Tōkyō which shows kabuki performances. It was opened in 1889 and has been rebuilt several times in its history.  Kabuki Costume - is a book written by Ruth M. Shaver with illustrations by Sōma Akira and Ōta Gakkō (1892-1975). It is an in-depth book about the costuming in kabuki theatre. It was published by Charles E. Tuttle in 1966. Ōta Gakkō - was an artist and designer who also designed woodblock prints in the 1950's.  Ichikawa Jukai III (1886-1971) as Shirai Gonpachi  from Figures of the Modern Stage: no. 3 (1954) Tsuruya Kōkei - is a mokuhanga artist who lives and works in Tokyo, Japan. His prints have focused on kabuki actors; in the 1980s, he was commissioned to produce kabuki portraits by the Kabuki-za theatre in Tokyo. Recently, he has focused on cats and the masters of mokuhanga such as Hokusai (1760-1849). He printed on very thin gampi paper.  Five Styles of Banzai-Ukiyoe / Katsushika Hokusai (2017)  Yamamura Toyonari (1885-1942) - also known as Kōka, is a painter, and print designer known for his theatrical prints, actor prints, landscapes and beautiful women. He studied under printmaker Ogata Gekkō (1859-1920). Toyonari worked with carvers and printers to create his prints such as those at Watanabe's studio and also printed and carved his own prints.  February/Winter Sky (1924) 16.35" x 10.5" Sekino Jun'ichirō (1914-1988) - was a mokuhanga printmaker who helped establish the sōsaku hanga, creative print movement in Japan. His themes were of landscapes, animals and the abstract. Sekino exhibited and became a member with Nihon Hanga Kyōkai and studied with Ōnchi Kōshirō (1891-1955) and Maekawa Senpan (1888-1960).  Woman In A Snowy Village (1946) 13" x 10" Bertha Lum (1869-1954) - was born in Iowa. Having begun travelling to Japan in 1903, Bertha Lum noticed the decline of the Japanese woodblock print in Japan in the early 20th Century, deciding to take up the medium. Lum began making woodblock prints after learning in Japan from an unknown teacher during her first trip to Japan. Japan, Lafcadio Hearn (1850-1904), and China influenced Bertha Lum's prints. Lum's work focused on these themes through an American lens.  Winter (1909) 8" x 14" Waseda University  - is a private research university located in Tōkyō, Japan. It was established in 1882. Waseda has one of the largest woodblock print databases in the world, and are free to use. More information can be found, here.  Scholten Japanese Art - is a mokuhanga-focused art gallery in midtown Manhattan. René Scholten, an avid collector of the Japanese print, founded it. You can find more info here. Katherine Martin is the managing director of Scholten Japanese Art. Katherine has written extensively for the gallery and conducted lectures about Japanese prints. Her interview with The Unfinished Print can be found, here.  Utagawa Kunisada III (1848–1920) - was a ukiyo-e print designer from the Utagawa school of mokuhanga. Kunisada III's print designs were designed during the transformation of the Edo Period (1603-1868) into the Meiji Period (1868-1912) of Japanese history, where his prints showed the technological, architectural and historical changes in Japan's history.  Kataoka Jūzō I as Hanako from the play Yakko Dōjōji at the Kabuki-za (1906). chūban - 10.4” x 7.5” senjafuda - are the votive slips Claire brings up in her interview. These were hand printed slips pasted by the worshipper onto the Buddhist temple of their choosing. These slips had many different subjects such as ghosts, Buddhist deities, and written characters. Japan Experience has bit of history of senjafuda, here.   Shintomi-za -built in 1660 and also known as the Morita-za was a kabuki theatre located in the Kobiki-chō area of Tokyo, today the Ginza District. It was famous for taking risks with its productions.    Meiji-za - was a kabuki-specific theatre built in 1873 and underwent several name changes until finally being named the Meiji-za in 1893. The theatre continues to this day.    Imperial Theatre - is the first Western theatre to be built in Japan in 1911 and is located in Marunouchi, Chiyoda, Tokyo. It continues to show Western operas and plays.    The John F. Kennedy Center For The Performing Arts - was built in 1971, and named after the 35th President of the United States, John F. Kennedy. The theatre is located in Washington D.C. and hosts many different types of theatre, dance, orchestras and music. More information can be found, here.    The Subscription List - also known as Kanjichō in Japanese, is a kabuki play derived from the noh play Ataka. The modern version of this play was first staged in 1840. It is performed as the 18 Famous Plays as performed by the Danjurō family of actors.     The Subscription List designed by Toyohara Kunichika (1835-1900)   Utagawa Kuniyoshi (1798-1861) - is considered one of the last “masters” of the ukiyo-e genre of Japanese woodblock printmaking. His designs range from landscapes, samurai and Chinese military heroes, as well as using various formats for his designs such as diptychs and triptychs.      Waseda University  - is a private research university located in Tōkyō, Japan. It was established in 1882. Waseda has one of the largest woodblock print databases in the world, and are free to use. More information can be found, here.    Yoshida Hiroshi (1876-1950) - a watercolorist, oil painter, and woodblock printmaker. Is associated with the resurgence of the woodblock print in Japan, and in the West. It was his early relationship with Watanabe Shōzaburō, having his first seven prints printed by the Shōzaburō atelier. This experience made Hiroshi believe that he could hire his own carvers and printers and produce woodblock prints, which he did in 1925.      Kiso River (1927)   Toyohara Chikanobu (1838-1912) - was a painter and designer of mokuhanga. He was a samurai during the final years of the Tokugawa shogunate rule in Japan. As Chikanobu began to look more to art as a living, he studied under Utagawa Kuniyoshi where he learned Western painting and drawing techniques. He also studied under Utagawa Kunisada and Toyohara Kunichika. His print designs were of many different types of themes but Chikanobu is well known for his war prints (sensō-e), kabuki theatre prints, current events and beautiful women.      Enpo- Jidai Kagami (1897)   32 Aspects of Women - is a series of prints designed by Tsukioka Yoshitoshi (1839-1892). It was his first series of bijin-ga designs.    shin hanga - is a style of Japanese woodblock printmaking which began during the end of the ukiyo-e period of Japanese printmaking, in the early 20th Century. Focusing on the foreign demand for “traditional” Japanese imagery and motifs such as castles, bridges, famous landscapes, bamboo forests, to name just a few.  Shin hanga was born in 1915 by Watanabe Shōzaburō (1885-1962) when he found Austrian artist Frtiz Capelari (1884-1950) and commissioned Capelari to design some prints for Watanabe's feldgling printing house . From there shin-hanga evolved into its own distinct “new” style of Japanese woodblock printing. It lasted as this distinct style until its innevitable decline after the Second World War (1939-1945).   Onchi Kōshirō (1891-1955) - originally designing poetry and books Onchi became on of the most I important sōsaku hanga artists and promotor of the medium. His works are saught after today. More info, here.   Composition in Red and Brown (1950) 19" x 15"   Saru Gallery - is a mokuhanga gallery, from ukiyo-e to modern prints, and is located in Uden, The Netherlands. Their website can be found, here.   ukiyo-e - is a multi colour woodblock print generally associated with the Edo Period (1603-1867) of Japan. What began in the 17th Century as prints of only a few colours, evolved into an elaborate system of production and technique into the Meiji Period (1868-1912). With the advent of photography and other forms of printmaking, ukiyo-e as we know it today, ceased production by the late 19th Century.    surimono (摺物)-  are privately commissioned woodblock prints, usually containing specialty techniques such as mica, and blind embossing. Below is Heron and Iris, (ca. 1770's) by Andō Hiroshige (1797-1858). This print is from David Bull's reproduction of that work. You can find more info about that project, here.   Katsushika Hokusai (1760-1849) - is one of the most famous Japanese artists to have ever lived. Hokusai was an illustrator, painter and woodblock print designer. His work can be found on paper, wood, silk, and screen. His woodblock print design for Under The Wave off Kanagawa (ca. 1830-32) is beyond famous. His work, his manga, his woodblocks, his paintings, influence artists from all over the world.     Poem by Sōsei Hōshi, from the series One Hundred Poems Explained by the Nurse. Taishō period (1912–26)s reproduction.    Kitagawa Utamaro (1753-1806) - was a painter and ukiyo-e designer during the Edo Period of Japan. His portraits of women are his most famous designs. After getting into trouble with the shogunate during the early 19th Century with some offensive images of deceased shogun Toyotomi Hideyoshi (1536/37-1598), Utamaro was jailed and passed away shortly after that.    The Courtesan Umegawa and Chubei of the Courier Firm   Tokyo University of the Arts (Geidai) - founded during the merger of the Tokyo Fine Arts School and the Tokyo Music School in 1949, TUA offers Masters's and Doctorate degrees in various subjects such as sculpture, craft and design as well as music and film. It has multiple campuses throughout the Kantō region of Japan. More information regarding the school and its programs can be found here.    Honolulu Museum of Art - dedicated to art and education focusing on arts from around the world and Hawaiian culture itself. More info, here.   Taishō Period  (1912-1926) - a short lived period of Japanese modern history but an important one in world history. This is where the militarism of fascist Japan began to take seed, leading to The Pacific War (1931-1945). More info can be found, here.   Enami Shirō (1901-2000) - was a printmaker who is associated with ephemeral prints such as greeting cards. Also created his own larger format prints during the burgeoning sōsaku hanga movement of the early to mid Twentieth Century.      The Benkei Moat (1931) 12.5" x 9"   Kitano Tsunetomi (1880-1947) - was an illustrator, Nihon-ga painter, carver and print designer. Lived and worked in Osaka where he apprenticed carving with Nishida Suketaro. Founded the Taishō Art Society and the Osaka Art Society. Painted and created prints of beautiful women as well as mokuhanga for magazines such as Dai Osaka. The most famous of his prints and paintings is Sagimusume, The Heron Maiden.        Umekawa - Complete Works of Chikamatsu (1923)   Hamada Josen (1875 - ?) - was a painter and mokuhanga designer and studied with Tomioka Eisen (1864-1905). Designed bijin, shunga,  and landscapes after the Great Kantō Earthquake of 1923. Designed prints for Collection of New Ukiyo-e Style Beauties (1924).     December - Clear Weather After Snow from the series New Ukiyo-e Beauties (1924) 17.50" x 11.12"   Ikeda Shoen (1886-1917) - was a Nihon-ga painter who's paintings also became mokuhanga prints. Her paintings are quite rare because of her early death.      School Girls Going Home (1900) 13" x 9"   Igawa Sengai (1876-1961) - was a painter, illustrator and print designer. After serving in the Russo-Japanese war (1904-1905), he joined the Miyako Shinbun in Nagoya City. Designing prints in the 1926 he designed prints for Collected Prints of the Taishō Earthquake and in the 1930's he designed propaganda prints for the Japanese war effort. His contribution to the 1924 Collection of New Ukiyo-e Style Beauties (1924).     April - Rain of Blossoms (1924) from New Ukiyo-e Beauties.   Asian Art Museum San Fransisco - with over 18,000 pieces of art the Asian Art Museum of San Fransisco has one of the largest collections of Asian art in the United States. More information can be found, here.    Freer Gallery of Art - is a museum within the Smithsonian group of museums in Washington D.C, with a collection of Chinese paintings, Indian sculpture; Islamic painting and metalware; Japanese lacquer; Korean ceramics.    Arthur M. Sackler Gallery - is a museum within the Smithsonian group of museums in Washington D.C. It's collection contains some important Chinese jades and bronzes.    Yoshida Hiroshi: The Outskirts of Agra Number 3 from the series India and Southeast Asia (1932)     Yoshida Hiroshi: Cave of Komagatake from the series Southern Japan Alps (1928)   © Popular Wheat Productions opening and closing musical credit - The Crystal Ship by The Doors from their self-titled album The Doors (1967). Release by Elektra Records.   logo designed and produced by Douglas Batchelor and André Zadorozny  Disclaimer: Please do not reproduce or use anything from this podcast without shooting me an email and getting my express written or verbal consent. I'm friendly :) Слава Українi If you find any issue with something in the show notes please let me know. ***The opinions expressed by guests in The Unfinished Print podcast are not necessarily those of André Zadorozny and of Popular Wheat Productions.***                                    

Nous abordons 10 éléments clés du livre “Ten Types of Innovation” qui peuvent changer votre perspective sur l'innovation et son potentiel permettant de créer un avantage concurrentiel.L'innovation, au cœur du succès des entreprises, ne se limite pas à la création de produits! Le livre de Larry Keely est un ouvrage essentiel pour explorer comment innover de manière globale et stratégique. Il propose une vision tout à fait unique sur l'innovation et nous rapproche du concept d'innovation par les modèles d'affaires. On y retrouve notamment des éléments clés de la stratégie, de la compréhension des clients et des arènes concurrentielles.Suivez-nous: Abonnez-vous à nos communications hebdomadaires sur la stratégie, l'innovation et la transformation des organisations sur notre site internet: https://www.intelliaconsulting.com Visitez notre page LinkedIn Visitez notre page YouTube Téléchargez la Playlist des 100 épisodes ici

Learn about the ten types of testing done with the help of quality assurance services. If you have a software development company, read about them here! https://www.quality-assurance.com/blog/hire-quality-assurance-services-for-ten-types-of-testing.html

Preached at Loyalty House, Abbey, Dahwenya 

Larry Keeley is a renowned innovation scientist with over forty years of experience in the field. He co-founded Doblin, the leading global firm focused on enhancing innovation effectiveness, and has nurtured over 700 alumni through the organization. Keeley's contribution to academia is noteworthy. He has been a professor at the IIT Institute of Design for 39 years, a board member, and a leading employer of graduates. He also held a professorship at the Kellogg Graduate School of Management's MMM Program for 12 years, earning the title of Distinguished Professor in 2015. Throughout his academic career, he has helped educate over 5,900 Masters or PhD students as innovators, creating a robust global network of colleagues. Adding to his achievements, Keeley is the author of the #2 all-time best-selling book on innovation, "Ten Types of Innovation," which has been translated into 15 languages. His outstanding contributions to the field earned him recognition by BusinessWeek as one of the top seven global "gurus" of the innovation field, and one of the top 27 designers in the world. In 2021, the Bankinter Foundation in Spain appointed Keeley as the new director of their famed Future Trends Forum, which is conducted bi-annually in Madrid. Despite retiring as a Managing Director from Deloitte (the firm that now owns Doblin) in late 2020, Keeley continues his mission to advance the methods of innovation through research, currently with Keeley Innovations LLC. Keeley is a frequent lecturer on innovation at the Berkeley Haas Business School and an EY Luminary, where he works on cases and capabilities that are reshaping the field of innovation. His dedication and passion continue to have a profound impact on the innovation landscape. https://nexuspmg.com/

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Prapti is a strategist and researcher at Harvard D-lab where they're bringing together design and public health. Besides her current role at Harvard D-lab, she also shares the learnings she has made throughout her career, starting as an architect and transitioning into design strategy by working at Ford and Cisco. In addition, she shares that she sees design strategists as connecters, breaking silos and bringing different knowledge areas together so they can learn from each other. Key words: Design-thinking Design for public health Etnographic research Quick interventions Educating non-designers Specialism versus Generalism Creative collaboration Humanity-centered design Web 3.0 Metaverse Sustainability Books: 101 Design Methods, Communicating The New, Ten Types of Innovation CNBC video series: How Companies Work Speculative fiction DISCLAIMER: all speakers on this podcast, speak on behalf of themselves and do not represent the company they work for.

Nesse episódio do VarejoCast falamos sobre alguns conceitos de inovação e como aplicar no seu negócio. Aproveitei para falar um pouco sobre os bastidores da Rio Innovation Week. Ouve aí que o episódio tá sensacional! 00:01 Intro 00:20 Assuntos do painel na Rio Innovation Week 03:10 A pergunta que eu mais respondo 05:40 A utilização de vídeos nas empresas no mundo e no Brasil 07:05 A sua autenticidade é uma grande vantagem competitiva 07:51 O que é e o que não é a inovação 10:30 A inovação precisa se pagar 12:40 Toda inovação precisa ser validada 14:01 Encerramento Livro mencionado do episódio: Ten Types of Innovation: The Discipline of Building Breakthroughs Capa comum, de Larry Keeley https://a.co/d/8J91FNO #varejocast #podcastbr #podcastvarejo #gpsdovarejo #inovação #empreendedorismo ---- Fale com a gente através do e-mail movimento@fredalecrim.com.br ---- Para acompanhar Fred Alecrim em sua rede preferida: Linkedin https://linkedin.com/in/fredalecrim/ Instagram https://instagram.com/fredalecrim/ ---- Para acompanhar este podcast em outras plataformas Anchor https://anchor.fm/varejocast Spotify https://bit.ly/fredalecrim Amazon Music https://bit.ly/vcfredalecrimam Google Podcast https://bit.ly/vcfredalecrimgp Castbox https://bit.ly/vcfredalecrimcb ---- Edição do podcast: Yanes Maciel http://linktr.ee/yanesppg

Savitark/ Nirvitark/ Savichar / Nirvichar / Anand / Asmita ... Sampragyat / Asampragyat ... Sabeej / Nirbeej

In this episode of the Becoming You podcast, I list the ten types of people you need in your life! But before we hop into it, let's discuss who you don't need in your life. It's pretty simple: If they're negative Nancys, habitual doubters, perpetual naysayers, and shamelessly judgemental—in other words, if being around these people sucks the energy out of you, it is time to lovingly cut them out of your life. It goes without saying that the types of people you surround yourself with are so essential to how you live your own life. With this foundation laid, let's talk about the ten types of people you need to bring into your life! #1: Space Holders This is the type of person with whom you can be totally, unashamedly yourself around when you're at your lowest points. They “hold space” for you; that is, they create an environment in which you can express yourself authentically, and they will not want to fix your problem or judge what you're going through. #2: Expanders An expander is someone who inspires you to become a better person than you were yesterday. They show you what is possible. You'll probably need different expanders for different facets of your life. You may have one for your health and fitness goals, another for your finances, and yet another for business. #3: Believers We've all had those moments when we lose belief in ourselves, whether regarding a particular goal, our career, our role as a parent or partner, or even life overall. Because losing belief in ourselves at one point or another is a universal experience, it's vital to have someone by your side who continues to believe in you regardless, who sees your strengths even when you don't in that moment. #4: Healers From doctors to psychics to therapists to masseuses to Reiki practitioners, it's so essential to have a crew of healers. Ultimately, we are here to do the work of healing. I believe that the human experience is all about learning to love and to heal. That's it. #5: Supporters This is the type of person that cheers you on endlessly and celebrates the heck out of you without any jealousy, comparison, or resentment. #6: Coaches A great coach challenges you to go beyond the edge of your perceived limits in whatever they're coaching you on. They call you out on your B.S. and they reflect back to you all the ways you play small in life. #7: Energizers The polar opposite of Debbie Downers or energy vampires, energizers have that contagious quality about them where you find yourself with a spring in your step after you part ways. When you hang out with an energizer, you have a lot of fun, they make you laugh, and you simply feel better just because of who they are. #8: Spiritualists This is the type of person that expands your beingness by showing you that you are a part of something bigger than this world. This is someone who believes in the metaphysical and unseen forces of nature. They're really tapped into the higher consciousness of life. #9: Adventurers The adventurer always puts themselves out there to try something new. They're incredibly spontaneous and courageous. Like energizers, these are all qualities that rub off and inspire us to become better than we are and to do more of what we desire. #10: Great Hairstylists Wouldn't you agree that there's nothing like a great haircut to make your day better? And on that note, I'll add that it's worth it to have somebody in your life that inspires you to get out of your comfort zone when it comes to styling. Learn more about me and my coaching services: Free coaching call with me: https://calendly.com/visashan/consultation-call-with-visa Free resource: 10 Ways to Spark Your Self Love Journey iTunes/Apple Spotify Google Stitcher Amazon Tune In Deezer

Just as agriculture is ever-evolving, so is farm insurance. In this episode, we bring in Luke Lichtensteiger, an experienced farm insurance specialist with Leland Smith Insurance to discuss the ins and outs of farm insurance, so that you can understand the types of coverage that work best for your operation. Show Notes: https://www.agcredit.net/news/episode-9-ten-types-farm-insurance-coverage-you-should-know-about Resources mentioned in this episode:Farm Transportation Meeting on Monday, February 28, 2022 at 7:00 pmWillow Bend Country Club, 579 Hospital Dr., Van Wert, OH 45891Topics include Ag Trucking/Transportation Compliance, Farm Equipment Transportation Safety, Update on Ag Transportation Restrictions and Q&A with Law EnforcementRSVP by February 21, 2022 by calling AgCredit at 419-238-6838 Connect with AgCredit :Facebook https://www.facebook.com/agcredit Twitter https://twitter.com/agcredit Instagram https://www.instagram.com/agcreditaca/ Share questions and topic ideas with us:Email podcast@agcredit.net

Dexter Dias, author of The Ten Types of Human, offers insight on the personality “apps” that drive human behavior. Plus, how to instill compassion and help your teen avoid burning out their kindness!

Since scholarship on the Ten Type Beauty Contest is limited, details on the pageant was taken from research conducted by Dr. Rochelle Rowe in her book, “Imagining Caribbean Womanhood: Race, Nation & Beauty Competitions, 1929-1970” and her more specified academic paper, “Glorifying the Jamaican Girl”: The “Ten Types – One People” Beauty Contest, Racialized Femininities, and Jamaican Nationalism”. In 1954, then Minister of Finance in the Jamaica Labour Party, Donald Sangster had this grand idea: Jamaica will celebrate "three hundredth anniversary of British rule in Jamaica" and the celebrations would mark 300 years of "progress and development as a junior partner with Britain in her vast Colonial enterprise". However, JLP lost the 1955 election and the already approved celebrations were rebranded under the Norman Manley led - PNP government as "a celebration of Jamaica's three hundred years as a national entity with a distinctive history, culture, and people". The highlight of this celebration to commentate 300 years of national pride was the beauty pageant to be held in May. This beauty pageant was the “Ten Type Beauty Contest” which was designed to showcase the diversity of Jamaica. The Star launched “Ten Types” in May 1955 as an inclusive beauty contest, the first of its kind, under the theme: “Every lassie has an equal chance”. The beauty contest thus ended with ten separate beauty queens: Miss Ebony (A Jamaican girl of black complexion), Miss Mahogany (A Jamaican Girl of Cocoa-brown Complexion), Miss Satinwood (A Jamaican Girl of Coffee-and-Milk Complexion), Miss Golden Apple (A Jamaican Girl of Peaches-and-Cream Complexion), Miss Apple Blossom (A Jamaican Girl of European Parentage), Miss Pomegranate (A Jamaican girl of White-Mediterranean Parentage), Miss Sandalwood (A Jamaican Girl of Pure Indian Parentage), Miss Lotus (A Jamaican Girl of Pure Chinese Parentage), Miss Jasmine (A Jamaican Girl of Part Chinese Parentage) and Miss Allspice (A Jamaican Girl of Part Indian Parentage). The local reception was positive and the international fanfare projected the idea of Jamaica been a racial paradise, where racism does not exist; and the country having the ability to convert racists. So positive was the reception of Ten Type to the Jamaica brand, that the beauty competition would go on to be one of the biggest influence in shaping the nation's new national motto: "Out of Many, One People" For additional reading information on this episode, visit our website at: https://www.tenementyaadmedia.com/ Don't forget to follow us on our social media Twitter: https://twitter.com/tenementyaad_?lan Instagram: https://www.instagram.com/tenementyaad_/?hl=en Join our Patreon here Want to support The Yaad monetary? Click here to make a donation --- Send in a voice message: https://anchor.fm/lestweforget/message Support this podcast: https://anchor.fm/lestweforget/support

In this episode, we're delving into research focused on emotional wellbeing at work. Conducted by the Emotion at Work team, we discuss the findings and what they mean for how we can support and boost our mental health. Gemma T and Nahdia are joined by Phil Wilcox of Emotion at Work to discuss: the research aims and methodology  the results and insights what we can do to support our own and others' wellbeing Show notes The research report is due to be published at the end of November. It'll be available via the Emotion at Work Community, which you can sign up to here: https://community.emotionatwork.co.uk/signup   You can find out more about Emotion at Work by visiting the website: https://emotionatwork.co.uk/  In WILTW, Phil recommended Elizabeth River's PhD thesis entitled, "Navigating emotionally demanding work: a narrative study of HR practitioners' experiences". You can download a PDF of the full thesis here: https://researchportal.bath.ac.uk/en/studentTheses/navigating-emotionally-demanding-work-a-narrative-study-of-hr-pra Nahdia referenced McKinsey article "'Great Attrition' or 'Great Attraction'? The choice is yours." You can find it here: https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/great-attrition-or-great-attraction-the-choice-is-yours  Gemma mentioned the book Ten Types of Human by Dexter Dias. You can find a copy through all good booksellers. For more from us, including access to our back catalogue of podcasts, visit mindtoolsbusiness.com. There, you'll also find details of our award-winning performance support toolkit, our off-the-shelf e-learning, and our custom work.  Connect with our speakers  If you'd like to share your thoughts on this episode, connect with our speakers on Twitter:  Gemma Towersey @gemmatowersey Nahdia Khan @nahdiakhan  Phil Wilcox @emotionat_work 

Innovation is all about shifting focus. Most successful companies usually begin innovating by looking within--finding stale patterns of operating and new ways to streamlining operations. Using a list of more than 2,000 successful companies and organizations, world-renowned speaker and innovation scientist, Larry Keeley used a proprietary algorithm to determine ten meaningful categories of innovation. His book Ten Types Of Innovation shows us data, insights, and patterns on innovation to help companies find opportunities and understand their performance against competitors. In this episode, Larry shares details on how you can use these innovation principles to bring about meaningful and sustainable growth within your organization. Find out how the Ten Types of Innovation concept has influenced thousands of decision-makers and companies around the world, plus get the insider look on how to actually implement it.Episode Quotes:Is the definition of innovation too abstract for people in the field? And how do people doing the leg work experience innovation?I've talked to a gazillion engineers and trained some of the best ones. And they are the first to say, “I really don't mind if I have a lot of failures if my handful of successes are so wildly successful that it pays for all my sins”. What do venture capitalists look for when reviewing a startup's innovation capability?In a venture capital firm, they listen for the opposite. They don't listen for the low-hanging fruit. They listen for the hardest bit you have to get right. And then they're relentless and driven about trying to determine whether that hard bit you have to get right is, in fact, going to be cracked by this team or not. If it will not be cracked by this team, the first thing they do is they change the team. And if they can't find a team that can crack it, then they kill it. And that is great. That's how you focus on something that's a true breakthrough.What are the comparative advantages between large companies and startups, and are there specific types of innovation for which they are better suited?[Larry] You tell me. You teach an awful lot of talented graduate students. If I said, “How many of you think big companies are more innovative than little companies”? What percentage of the hands would go up? [Greg] Oh none! [Larry] And if I said, “How many of you think little companies are more innovative than big companies? [Greg] Oh, that, they'd all raised their hand. [Larry] Okay, so here's the right answer. Again, this is so important, Greg. This is why I like to call myself an innovation scientist. These kinds of bullshit answers to bullshit questions need to be rooted out and understood with greater precision. The right answer, the technically correct answer, is that it's an unfair question. Why do you think big design firms are unstable, and why it's important to invest in innovation during a recession?This is the time to innovate. When everybody around you is losing their head and scared and all the resources are effervescing away. For God's sake, think about how to reinvent your category. It's the perfect time to do it.Time Code Guide00:02:02 What is an innovation scientist and understanding it as an interdisciplinary science00:04:49 Is the way we talk about innovation too abstract and unrealistic to be really understood by practitioners on the ground?00:11:47 Startups: the importance of rigor and setting up systems00:23:14 Is there a way to lessen the risks of testing a hypothesis?00:26:42 Are there industries where velocity is not as important when testing and innovating?00:29:48 Is there a way that you can learn both an organization and as an individual so that your capacity for learning continues to get better and better?00:36:08 Do you think universities are really teaching students to be innovative?00:43:29 How do you overcome silos without giving up the reason they exist, in the first place?00:49:36 Role of outsourced consultants when it comes to innovating00:55:37 Taking advantage of the pandemic and grabbing the opportunity to innovateShow Links:Guest ProfileProfessional Profile on Sterns Speakers Academic Profile at the Institute of DesignLarry Keeley on LinkedInProfessional Profile on DoblinHis WorkTEDx Academy featuring Larry Keeley: Flipping Adversity to AdvantageTEDx Chicago featuring Larry Keeley: Design for the Opportunity Society: the 21st Century Plan of ChicagoSingularityU featuring Larry Keeley: Australia Summit 2018 (Corporate Innovation)SingularityU featuring Larry Keeley: Indian Summit 2017 (Forcing Secrets out of Innovation)SingularityU featuring Larry Keeley: Brazil Summit 2018 (Organization of Innovation)Ten Types of Innovation: The Discipline of Building Breakthroughs

Well y'all already got the guys list, so of course we had to do the girls list. This is another fun one, so tune in, hit all the likes and subscribes and leave us a written review!

So whether it be for dating, or friendship, or just keeping an eye on things at the bar...we all know those kinda guys you gotta look out for. So in today's episode we have an extra female opinion on with us to break down all those different types of guys and why. Make sure to hit all the likes and subscribes, and tell a friend!

On this solo episode of Virtual Coffee, I continued our "Featured Framework" series by showcasing the Ten Types of Innovation. Ten Types is a framework that was introduced to the world by Doblin, a global innovation firm. This frameworks helps you look at industry trends to understand how companies are innovating, and, in turn, you can identify innovation gaps that you, your business, and/or your product or service can fulfill. This is an impactful framework that is fun to dive into. Enjoy this introduction to Ten Types, and happy listening! Doblin's Ten Types of Innovation website ----more---- ☕️ Instagram & Facebook: @virtualcoffeepodcast ☕️ Email: virtualcoffeepodcast@gmail.com  ☕️ Linktree ----more---- ⭐️⭐️⭐️⭐️⭐️ Don't forget to leave a rating & review for Virtual Coffee! ⭐️⭐️⭐️⭐️⭐️ ----more---- Music: Blippy Trance by Kevin MacLeod Link: https://incompetech.filmmusic.io/song/5759-blippy-trance License: http://creativecommons.org/licenses/by/4.0/

This episode is also available as a blog post: http://annabelharz.com/2019/07/01/ten-types-of-people/

www.instagram.com/doularoadtrip

Listen to sermons from New Mercy International Church Glasgow

Listen to sermons from New Mercy International Church Glasgow

This episode can be heard most everywhere podcasts are available. Apple Podcasts, Google Podcasts, Spotify, Radio FM, Anchor & Many More! Thanks for tuning in to the 91st episode of our "Costa Rica Minute" Podcast. . and our 240th episode overall! Our format will include episodes between two minutes and five minutes in length. We want to streamline all of the great information that there is about this amazing country into short, exciting episodes. We understand that you're busy and don't have time to sit through a long broadcast! Here's a link to the US Embassy here in Costa Rica: https://cr.usembassy.gov/ For more information on obtaining legal status here in Costa Rica, contact our website: https://www.costaricaimmigrationandmovingexperts.com Our email address is costaricagoodnews@gmail.com Our short stories / blog postings are located at our Costa Rica Good News Report website. Lots of stories about the life here in paradise! We think you'll really enjoy these: https://www.costaricagoodnewsreport.com We'd love to hear from you! Again, we can be found on all major podcast platforms. Simply Google, "Costa Rica Pura Vida Lifestyle Podcast Series", and you'll see all of the platforms available! Thanks for tuning in today. . See you tomorrow! --- Send in a voice message: https://anchor.fm/costa-rica-pura-vida/message Support this podcast: https://anchor.fm/costa-rica-pura-vida/support

50% of severe headache sufferers have given up going to doctors because they have not found any relief.  But Dr. Prather offers Structure-Function Care solutions that provide hope for those with headaches.  In this episode, find out: —How the Swedish approach to COVID-19 currently looks in comparison to the lockdown model in America and other countries. —The latest progress on a potential COVID-19 vaccine. —Why the accuracy of the COVID-19 antibody test (which is supposed to be 100% accurate) is something that Dr. Prather has "doubts and suspicions about". —How 3-out-of-4 adults have had a tension headache in the past year and almost 20% have had a migraine in the past three months. —The most common age for headaches (18 to 44) and the surprising percentage of children who have headaches. —The correlation  between women's menstrual cycles and headaches.  And how 80-90% of cluster headaches are found in men...especially taller men who are married to shorter women! —Why the jaw is associated with headaches that people have when they wake up in the morning. —How food allergies are often associated with migraine headaches, along with the Copper-Zinc ratio and birth control pills. —Why hormone headaches are "an endocrine issue, not a structural issue".  And the approach Dr. Prather takes in treating headaches associated with sinus and allergy issues. —The connection between "rebound headaches" and pharmaceutical drugs. www.TheVoiceOfHealthRadio.com  

In this episode we talk about and listen to ten different styles of hard rock/metal guitar soloing - from a fan's perspective. Turn it up, turn it up ... make it louder than hell! (1:08) Emotion JUDAS PRIEST  "Beyond The Realms of Death"  (5:02) Reach-For-The-Sky DEEP PURPLE  "Highway Star" (8:43) Imagery FRANK MARINO & MAHOGANY RUSH "Electric Reflections Of War/World Anthem" (14:58) Twin Guitar Melody/Harmony THIN LIZZY "Black Rose" (18:39) Anti-Music SLAYER "Raining Blood" (20:37) Guitars 'Til-Dawn MOLLY HATCHET "Boogie No More" (25:40) Feedback TED NUGENT "Out Of Control" (29:38) RNR AC/DC "Whole Lotta Rosie" (33:08) Tapped Harmonics METALLICA "(Anesthesia) Pulling Teeth" (37:35) Technical MEGADETH "Holy Wars"

Podcast ini membicarakan bagaimana kita bisa menghasilkan sebuah inovasi yang berguna dan sesuai dengan keinginan customer kita.

Welcome to the Design Thinking 101 podcast! I'm Dawan Stanford, your host. Today I'll be giving you a brief introduction to design thinking. It starts with a story about Doug Dietz. In 2012, Doug was a principal designer at GE Healthcare. Doug designed a new MRI machine. One day, observing the new model in action at a hospital, Doug encountered a distraught child who had to undergo an MRI. He found out that over 80% of children had to be sedated to receive an MRI. As an MRI machine designer, he felt some responsibility for this. He also saw an opportunity do better for children. So, he spoke with teachers and other professionals who interact with children on a day-to-day basis, asking them how he could make their experience in an MRI machine less traumatic. As a result of those conversations, Doug and his team found a way to modify  an MRI machine for children. They added stickers to the floor with water and rock on them. Covered the MRI with stickers that looked like wood planks and sails. Now, instead of a scary piece of hospital equipment, the MRI looked a lot like a pirate ship.. They even created a storybook that accompanied the themed MRI. Parents could read to their child the pirate ship adventure story ahead of their child’s scheduled appointment. These changes resulted in a decrease in the need for sedation from 80% to 27%. Today, we explore how seeing the problem is an integral part of design thinking, and we’ll break down design thinking into process, methods, and mindset. The process is your step by step "rough" guide. With the methods, we have a bit more cohesion; design methods help us explore problems in specific ways, and guide us to ask questions in new ways in order to discover the right problems to solve. The mindset is something you have to practice your way into, in order to learn how to change your mindset. At its most basic, design thinking is the discipline of finding human problems worth solving, and creating viable new options in response. In many ways, it's the discipline of helping people ask the right questions at the right time. This episode also offers a definition design thinking that replaces creativity myths with truths about discipline and action. I break down the design process into Seeing, Solving, and Acting, and talk about why we should think about design from the perspective of the people we serve.   In This Episode [01:26] Doug’s background in MRI science and his experience with a child getting an MRI. [03:04] Over 80% of children need to be sedated to have an MRI or a CAT scan. [06:15] Design thinking can be broken down into process, methods and mindset.[07:07] What has design thinking given students, and how design thinking can shape curriculum and projects inside the classroom. [08:02] The definition of design thinking. [09:57] Creating viable new offerings and what is defined as “new”? [12:11] Breaking down the design process into its three main components: seeing, solving and acting. [15:09] Responses generated from a fixed mindset in opposition to the responses from a growth mindset. [16:51] Everything is a prototype and designers are open to questioning how things work. [20:17] What Doug was Seeing as he redesigned the children’s MRI experience. [22:54] Delivering solutions based on what you are seeing.   Links and Resources Elon By Design and The Center for Design Thinking, Elon University Fluid Hive Dawan Stanford on Twitter Design Thinking 101 Podcast on iTunes, and on The Podcast App Transforming healthcare for children and their families: Doug Dietz at TEDxSanJoseCA 2012 Ten Types of Innovation

Welcome to the Design Thinking 101 podcast! I'm Dawan Stanford, your host. Today I'll be giving you a brief introduction to design thinking. It starts with a story about Doug Dietz. In 2012, Doug was a principal designer at GE Healthcare. Doug designed a new MRI machine. One day, observing the new model in action at a hospital, Doug encountered a distraught child who had to undergo an MRI. He found out that over 80% of children had to be sedated to receive an MRI. As an MRI machine designer, he felt some responsibility for this. He also saw an opportunity do better for children. So, he spoke with teachers and other professionals who interact with children on a day-to-day basis, asking them how he could make their experience in an MRI machine less traumatic. As a result of those conversations, Doug and his team found a way to modify  an MRI machine for children. They added stickers to the floor with water and rock on them. Covered the MRI with stickers that looked like wood planks and sails. Now, instead of a scary piece of hospital equipment, the MRI looked a lot like a pirate ship.. They even created a storybook that accompanied the themed MRI. Parents could read to their child the pirate ship adventure story ahead of their child's scheduled appointment. These changes resulted in a decrease in the need for sedation from 80% to 27%. Today, we explore how seeing the problem is an integral part of design thinking, and we'll break down design thinking into process, methods, and mindset. The process is your step by step "rough" guide. With the methods, we have a bit more cohesion; design methods help us explore problems in specific ways, and guide us to ask questions in new ways in order to discover the right problems to solve. The mindset is something you have to practice your way into, in order to learn how to change your mindset. At its most basic, design thinking is the discipline of finding human problems worth solving, and creating viable new options in response. In many ways, it's the discipline of helping people ask the right questions at the right time. This episode also offers a definition design thinking that replaces creativity myths with truths about discipline and action. I break down the design process into Seeing, Solving, and Acting, and talk about why we should think about design from the perspective of the people we serve.   In This Episode [01:26] Doug's background in MRI science and his experience with a child getting an MRI. [03:04] Over 80% of children need to be sedated to have an MRI or a CAT scan. [06:15] Design thinking can be broken down into process, methods and mindset.[07:07] What has design thinking given students, and how design thinking can shape curriculum and projects inside the classroom. [08:02] The definition of design thinking. [09:57] Creating viable new offerings and what is defined as “new”? [12:11] Breaking down the design process into its three main components: seeing, solving and acting. [15:09] Responses generated from a fixed mindset in opposition to the responses from a growth mindset. [16:51] Everything is a prototype and designers are open to questioning how things work. [20:17] What Doug was Seeing as he redesigned the children's MRI experience. [22:54] Delivering solutions based on what you are seeing.   Links and Resources Elon By Design and The Center for Design Thinking, Elon University Fluid Hive Dawan Stanford on Twitter Design Thinking 101 Podcast on iTunes, and on The Podcast App Transforming healthcare for children and their families: Doug Dietz at TEDxSanJoseCA 2012 Ten Types of Innovation

In this episode Dr. Vic Reasoner concludes his teaching on the ten types of biblical literature. 

In this episode Dr. Vic Reasoner presents the first part of his teaching on the ten types of biblical literature.   

Today's conversation is with my dear friend Jocelyn Ling, a tremendously talented Business Model Specialist in the Office of Innovation at Unicef. She's  currently on sabbatical from the Organizational Innovation consultancy Incandescent. She's been an interim biotech CEO, an investment consultant at the International Finance Corporation, the private investment arm of the World Bank Group, and even an instructor at Stanford's DSchool. The Show Notes section of this episode are pretty epic, since Jocelyn dropped a lot of knowledge and wisdom on me and you - frameworks aplenty for you to get a handle on designing the innovation conversation and leading the process, with, as she says, healthy skepticism, suspended judgment, and disciplined imagination.  I wanted to give that Hubble quote it's full space to breathe, because it's so lovely...I'm going to read it in full here: The scientist explores the world of phenomena by successive approximations. He knows that his data are not precise and that his theories must always be tested. It is quite natural that he tends to develop healthy skepticism, suspended judgment, and disciplined imagination.  — Edwin Powell Hubble There are a few subtle points that I want to tease out and draw your attention to as this all relates to conversation design and shaping them for the better. Invitation Jocelyn highlights one of my favorite ideas in conversation design - invitation. A leader invites participation through their own openness, not through force. Anyone can lead that openness to new ideas, even if they're not an “authorized” leader, through their own example. Invitations can look like asking the right questions or hosting teams or creating physical or mental space for the conversation. Cadence Jocelyn talks about the tempo of a team or an organization, and these larger conversions do have a tempo, just like a 1-on-1 conversation does. Leading the innovation conversation often means slowing down or speeding up that tempo to create clarity and safety or progress and speed. Goals Conversations start when people have a goal in mind. Each participant in the conversation will have their own idea of what that goal is and the innovation conversation is no different. Jocelyn points out, rightly, that it's critical for a team or an organization to develop their own clear, shared definition of innovation. I did a webinar recently with Mural and my partner in the Innovation Leadership Accelerator, Jay Melone, on just this topic, and you can find a link to the templates we used in the show notes...I think you'll find those helpful, too. Narrative Storytelling and coherent narratives are core components of everyday conversations and the innovation conversation is no different. What Jocelyn asks us to focus on is the idea of stories as memes - what happens to your story after you tell it? Does it communicate or convince? Great. Does that person retell that story and evangelize it for you? That's even better. Leading change means being able to tell the second type of story - viral anecdotes. That's all for now. The full transcript and show notes are right there in your podcasting app and on the website. Show Links and Notes Jocelyn Ling on the Internet http://jocelynling.com/ Making a Team Charter if you want a template (or just have the conversation!) https://blog.mural.co/team-charter https://www.unicef.org/innovation/ http://www.incandescent.com/ Michelle Gelfand's Rule Makers, Rule Breakers: How Tight and Loose Cultures Wire our World https://www.amazon.com/Rule-Makers-Breakers-Tight-Cultures/dp/1501152939 All in the Mind Podcast: https://www.abc.net.au/radionational/programs/allinthemind/the-power-of-social-norms/11178124 Clayton Christensen, Disruptive Innovation http://claytonchristensen.com/key-concepts/ Steven Johnson: Where Good Ideas Come From: The Natural History of Innovation https://www.amazon.com/Where-Good-Ideas-Come-Innovation/dp/1594485380 A blinkist version https://medium.com/key-lessons-from-books/the-key-lessons-from-where-good-ideas-come-from-by-steven-johnson-1798e11becdb Square Pegs and Round Holes in Apollo 13 https://www.youtube.com/watch?v=ry55--J4_VQ Google vs Apple in One Image, their patents map https://www.fastcompany.com/3068474/the-real-difference-between-google-and-apple Edwin Hubble Quote: The scientist explores the world of phenomena by successive approximations. He knows that his data are not precise and that his theories must always be tested. It is quite natural that he tends to develop healthy skepticism, suspended judgment, and disciplined imagination.  — Edwin Powell Hubble In Commencement Address, California Institute of Technology 10 Jun 1938 More on Hubble:  https://www.spacetelescope.org/about/history/the_man_behind_the_name/ The Innovation/Ambition Matrix Core, Adjacent, Transformational   How to have the Innovation Conversation: https://blog.mural.co/innovation-leadership The 21st Century Ger Project: https://www.forbes.com/sites/unicefusa/2018/07/05/redesigning-the-mongolian-ger-to-help-solve-a-health-crisis/ Doblin's Ten Types of Innovation: https://doblin.com/dist/images/uploads/Doblin_TenTypesBrochure_Web.pdf Six Sigma and the Eight Types of Waste https://goleansixsigma.com/8-wastes/ The Forgetting Curve (Distributed Practice!) https://en.wikipedia.org/wiki/Forgetting_curve Behavioral Design with Matt Mayberry from Boundless Mind http://theconversationfactory.com/podcast/2018/6/6/behavioral-design-in-the-real-world-with-matt-mayberry Transcription: Daniel:  I'm going to officially welcome you to the conversation factory. So we're going to start the real, quote unquote real conversation now. Um, because I feel like every conversation we have is like, is interesting and insightful for me and it's never on the record. Jocelyn:  Lets make this on the record! Daniel:   We're going to make this on the record! And if you ever want me to, if you want me to take any pieces off the record, you just let me know. I think the reason why I wanted to have this conversation with you about innovation leadership is, I'm going to go way back. One of my earliest memories of you is back when we were co-designing early, like an early iteration of what the design gym was going to be. we were sitting down with, you Me... Maybe it was Andy, it was probably Andy and you were like, let's have a conversation about our working styles. Jocelyn:   Oh Wow. I don't ever remember that. Yeah, that does sound like something that I do and I did. I still do it till today, with any new team Daniel:  Yeah. Well, so like that was my first time somebody had invited me into that conversation and it blew me away because I'd never really, I mean this is going back. I mean this is 2012 I guess this is a long time ago. I had never really thought about how I work. Nobody had asked me that question. I'd never had that conversation about how and where do I like the, what I would now call the interfaces of my work conversations to happen. And I'm just wondering like, who introduced you into that conversation and where did you learn some of these soft skills? I mean, this is a quote unquote soft skill. Where did you learn some of the soft skills that you do in your work that you use in your work? Jocelyn:   That's a great question. I think that probably learned a lot of my soft skills through day to day interaction. I think I've had the privilege, like in my job, given that I was an investor before, as well as in consulting to have exposure to a very broad range of working styles and leaders. And particularly so in the consulting world, you are especially attuned to how clients work. And so I always try and make sure that I am not only understanding how teams come together, but also how individuals work because as a consultant it's up to me to match and really tap into what is an invitation into their world. So I think that's how I survived, absorbed it over time. I think specifically maybe at that point in time and I continued to refine how I work with teams over the years, but maybe back in 2012 likely from, um, a really wonderful mentor in Boston, mine who I worked at International finance corporation at the World Bank. Um, my boss at that time, BG Mohandas is and continues to be an amazing person in my life. Uh, probably taught me that specific question and style. Daniel:  That's amazing. And like, do you ever feel like, um, that that's an unwelcome conversation or is it ever hard to bring that topic up for you? Jocelyn:   I often find it's as easy and very welcomed conversation and that is an investment of even 20 minutes with a new team member goes a very long way to setting the tone for their relationship and for the partnership. Daniel:   Yeah. Yeah. It's interesting this idea of, of a pattern matching like perceiving patterns in somebody else's behavior and then making that effort to sort of like alter your own. Jocelyn:  Oh, absolutely. I think that, um, and this is something I learned in my incandescent work. It's like the concept tempo. And I think you and I might have even spoken about it before, that not only understanding the tempo of an organization and by tempo I mean like the speed of how a team comes together and moves and how an individual does work. So you can imagine and overly generalize and say a startup has a really fast tempo comparatively to a larger fortune 500 company, which runs a little bit slower. And it's in the more that you're able to understand what Beat and Tempo you're stepping into, I think the more than you can learn to be effective in the kind of work that you want to achieve. Daniel:  Yeah. Well so perceiving that tempo and then the ability to do something about it. I was literally, I'm bringing it up right now, so I'm just listening to a podcast, um, called all in the mind and they're interviewing. Who are they interviewing? Why is it so hard to find the show notes on these things? This is ridiculous. I can't believe I'm doing this on the phone. Um, Michelle Gelfand, she, she wrote a book, um, about um, making and breaking cultural rules and she has this idea of tight and loose cultures like cultures where social norms are tight and people follow all the norms and loose cultures where people don't. So I love the idea that you're also noticing, you know, there's, there's probably tight and loose work cultures but fast and slow ones. Right Jocelyn:   Absolutely. Daniel: I'm wondering, this seems like a good time. I feel like I have a tendency to like plop people in the middle of a conversation. Um, if you want to backtrack and tell the folks in radio land a little bit about your career journey, like what you're doing now and what brought you into what you're, what you're doing now. Jocelyn:  Yeah, sure. So my background, it's sort of like a combination of different things. Um, I like to think that, um, any exploration that I take always leads me to another interesting opening. Um, I started out my career in finance, um, with the Royal Bank of Canada and then followed a slightly untraditional path in that I then moved, um, from where I was living at a time from Vancouver and I moved to New York to then, uh, be in full exploration and ambiguity mode. And that's when you and I met Daniel to start this, start the Design Gym, which was something completely new, entrepreneurial in a new field. And that's also where I got introduced to the world design and absolutely fell in love with it. We started an accidental company together. Daniel:   Yup. Jocelyn:  And then along the way ran into visa issues. And got kicked out of the United States, if you remember that, too! Daniel:  I do! Jocelyn:   And then found myself in Kenya where I then work in impact investing with an amazing nonprofit and then later on the World Bank and then found my way back to New York. The US couldn't get rid of me that quickly! Came back to the US legally with a visa in hand and, uh, worked for a strategy consulting organization, design firm called incandescent. And I've been there for the past, uh, five plus years now and, and right now I'm on sabbatical with the firm and have taken up residency at a UNICEF innovation team. So it's been a meandering path, but all for wonderful teams and causes. Daniel:  So not everyone will know this, but like, I feel like, um, you are amazingly one of the many people try to get in touch with you through me on Linkedin. Um, when they're, when they're interested in organizational design and organizational innovation...incandescent, like is, uh, is a decent player in that space. Um, I don't know how they, how they managed to build their name. Maybe it's...I'm assuming they do good wor Jocelyn:  Oh, I hope so! Daniel:  I don't know none of it from firsthand, but like five years. Can you tell me a little bit about what, what organizational innovation and uh, and some of the tempo work that you're doing with that you did that incandescent? I'm asking you to sum up five years of work! Jocelyn:  I'm going to reframe your question slightly because I think that what might be more interesting instead of me naming off projects for folks is to share some first principles of how we work, which could be interesting cause we bring that into every single client engagement that we do. So Indandecent was founded by a man called Niko Canner, a wonderfully brilliant individual, also a mentor in my life. Um, and I've learned so much from him and joined the firm when it was just him and another individual. So I was his second hire. Um, and it was found with the focus of how do we understand, how do, how do we build beautiful businesses? Um, and how might we build this in an intentional way that you're really looking and thinking about the whole system from the start? So that's one of the principles of how we look at things. Jocelyn:  It's like how do, how does a organization as a system work together? I think oftentimes when consultants like step into a project, their worldview is a very specific task or project that has been carved out for them. When Incandescent steps into a project. We always ask the question, how does this touch our other things and how do we ensure that all of the nodes that it touches works together? So they were designing something that sustains and lasts and not just some designing something for in the moment.So that's one, one of the mindsets and principles are how we bring, um, things in l Daniel:   Long term thinking! Jocelyn:   yeah, absolutely. Long term thinking. The second one would be, um, we literally do our work in principles. We will spend a lot of time upfront, um, whether we're designing, uh, how a team comes together, whether we're designing a strategy. A lot of it, a lot of our time that's invested upfront is in what are the principles of how a team would work together, what are the principles of strategy? Um, and once you clarify that, it just unlocks so many things. It has a waterfall effect, um, in terms of just like designing everything else from that. So I think that's another way of how we work. And I think the third is probably a high amount of, um, intentionality and co-creation. So we always designed something with the client. Um, and I think that part of that then hopefully leads to really great work because we're not designing in a vacuum. Daniel:   Yeah. So a lot of it goes to like, this is, uh, I've, I've just recently been reintroduced to the term prejecting. There's the project and then there's the preject. But it seems like the prejecting phase where you really think about the whole system and the team principles and Co creation, a lot of that just sort of falls, falls into place from that, right? Jocelyn:  Yep, absolutely. And let me give an example of that, just to bring it to life. So about two and a half years ago, we were approached by three major foundations like the gates foundation, the Hewlett Foundation and Ciaran investment foundation and they came to us were referral and they said, we're interested in designing, we're interested in putting together a conference in the world of adolescent sexual and reproductive health and to bring together designers and global health folks and put them a conference together and on the call with them we set food. That's really interesting, but we're not really just conference folks and event planners. There are many people who do that, but if you're interested in what the representation of what this conference is, which is if you see this as a watershed moment for how design can be brought into the world of adolescent sexual reproductive health, let's talk about that Jocelyn:   Let's talk about like what this conference is enabling a strategy which hopefully the three foundations would might have or is interested in doing and the three program officers were really interested in having a conversation. They had an Aha moment on the call and said, we want that. You want to think about a larger strategy and how us as funders can come together. And um, that kick started two years worth of work where we did end up designing a convening and a conference. But we also ended up really bringing to life a strategy that, um, was unique to the field. And that was very much co-created with these three program officers through lots of working sessions remotely and we were all in different locations over time. So hopefully that example brings to life some of the things I think I've spoken on before. Daniel:  It does. And it also like is a wonderful case study of reframing and engaging stakeholders in conversation. Like not starting from a no, but starting from a, Oh, isn't that interesting? Or Oh well why is that important to you? Jocelyn:  Yeah, it's like my favorite Albert Einstein quote, it's like if I had 60 minutes to save the world, I'll spend 55 minutes defining the problem and five minutes coming up with a solution. So like if you're solving for the wrong problem or if you don't even realize what you actually really want. I think there's a lot of room to think through that together. Daniel:   Yeah. Well, so I mean this goes to this, this question of like what innovation even means, what problem solving means and it seems like it's really attached to systems thinking for you and at least in your working in Indandecent like defining what the boundary of the problem is is really, really essential. In that sense it almost makes a like a linear or simple definition of innovation really hard I would think. Jocelyn:   I mean innovation is such a complex topic of which there are many, many definitions. Like you can range anything from Clay Christensen's disruptive innovation definition to um, I don't know, Steven Johnson's book, which I really like... Where good ideas come from. He defines innovation in a different way. And all that really matters is that the organization that you work for and the team that you are on has one single definition of which all of you agree on. And that's clear. Daniel:   We'll wait, hold a second. Jocelyn:   There are so many! Daniel:  Well, let's, let's roll. Let's roll it back. Cause like I'm, my, my brain is remembering Steven Johnson's book... It's like, yeah, I think of it as like, um, that moment in a, I think it's Apollo 13 when they like dump out all these, the bucket of parts that they're like, this is what the astronauts have on board and we need to literally make a square peg connect to a round hole. Like let's figure it out. And it always felt to me like Steven Johnson's definition was the more parts you have, the more pieces you can put together. Um, it's like, it's, it's having a wide ranging mind and absorbing lots of influences. Jocelyn:   Yeah. I mean, Steven Johnson, I think he talks about, I don't know whether he likes specifically names a concise one sentence definition, but I think he talks about the fact that innovation happens within the bounds of the adjacent possible. In other words, like the realm of possibilities available at any given moment. Daniel:   Yeah. Right. And that we build on those adjacent possibles. So I guess maybe where I would, I'm backing myself into agreeing with you cause like I was like, Oh, do we all have to have the same definition of innovation? Um, we, we do, in order to try something we have to say like, Oh, here's all these things we could try. I think this would be more, uh, impactful. Right. And that that's a conversation that, that somebody needs to be able to dare I say, facilitate in order for the innovation conversation to proceed. Jocelyn:   Yup. Agree. Daniel:   Okay. Glad you agree with me! Well, so then like what, um, what, how, how can I be more provocative and get you to disagree with me? What, like what, what do you, what have you seen in terms of like a leader's ability to, uh, foster, uh, or, or, or what's the opposite of foster disable innovation inside of a team, inside of an organization, in your own experience? Jocelyn:  Um, I mean, I think the role of a leader, I have a feeling you're going to agree with me, but I think the role of a leader is very simply to create the conditions that, that foster and support innovation. What I mean by that is openness. Um, and to extend invitations out to their teams, whether that's actually literally or even in a physical space or to, uh, lead by example. I think once you create the leading by example and the creation of conditions, there could be many other elements to that. But those two are to me, feels core to what a role of a leader should do. Daniel:  Yeah. Well, so then this goes to the, the idea that a leader doesn't necessarily have to be authorized. Jocelyn:  No, not necessarily. Yeah. On that note, I actually think that it really depends on the organization and, and how far the authorization can take you. So for example, if I compare contrast and apple versus Google, um, and does a really wonderful graphic of the number of patents that each organization has filed over the years. And in Google's, it looks like it's all over. You can see sort of like patterns that emerge like literally visually from all over the organization and from our authorization standpoint. Like folks are welcomed and encouraged to explore ideas and invent new things. And you see that through patents that had been filed across the organization versus apples, it's a lot more concentrated because it's a lot more centralized and they have much more of a stage gated process. I would imagine. I'm not to say that one is correct or wrong, it just, again, it depends on the kind of organization and how clear you are. Um, overall on how innovation is being fostered.. Daniel:  Yeah. Well, I mean, how, how, how does a leader maintain that clarity I guess? Is, is, uh, it's an interesting question. Jocelyn:   That's a great question. Um, maybe they can think about in clarity in terms of creating a discipline and a ritual where, I know it sounds counter intuitive, but I think a lot of, when a lot of times people think about innovation, people think about it as serendipitous moments that come to you. I actually think that innovation comes to you in a much more disciplined way when you actually continuously put sustained effort, um, into exploring x, whatever that x might be. Um, again, very close. I'm gonna bring up Steven Johnson again. But like I think that his ideas around the exploration of the adjacent possible, unless there's sustained probing, you're not going to suddenly one day come up with a huge Aha if you've never thought about that topic. You know, for example, like I have never thought about a topic of um, the reinvention of, of uh, space rocket, Daniel:  I love that you're struggling to think of something you've never thought of! Jocelyn: Right! Like...How to I reinvent a space rocker, I don't know! I've spent hardly any time thinking about that. And so it's highly unlikely that I am sitting here with suddenly come up with something breakthrough right in that area. Daniel:  Whereas there's people who are literally pounding their heads on that boundary constantly. And of course those are the people who are going to be like, what if we...? Jocelyn:   Yeah, absolutely. And so as a leader, if you create the space of, Hey, every week we'll have a ritual and this is just a very specific tactical example of I'm going to solicit ideas from the team around the boundaries of building a new space rocket. Then maybe it will have interesting ideas. They eventually come up over time. Daniel:   So there's like my, there's a couple of things I want to probe on. Like one is we were talking about cadence and tempo of organizations and then you use the term ritual. Uh, and I feel like those two are really intimately related to, I'm literally working, the podcast interview I'm working on right now is all about ritual, uh, and designing rituals for people in it. And it's sort of an interesting thing to think about what the cadence of these, um, innovation rituals, uh, could be like. And, and what are you find are some, I don't know, do are, are there some that you're like, oh, here are the basics. Here are the essentials of innovation rituals. We talked about one, which was like the team. Jocelyn:   Yeah. Daniel:  Team alignment conversation. It's like a really powerful ritual for at least making sure that we're all working in this in, in ways that are harmonious, which is really, really valuable. Jocelyn:   ...great question. Well, one ritual that I really like is something that I know, uh, the design gym that we do. And also folks that I you does as well is that they have inspiration trips. Um, that teams would go and say, hey, we're starting something new and here's a new topic that none of us have really thought about before. How, how might we go and get inspired? And if you have that as a ritual when you start, whether it's a new project or even midway when you're stuck, I think that could be a really powerful thing to get unstuck. Um, instead of churning internally. And I really liked that concept. Um, overall to just look externally, whether it's true, take a moment and actually physically be in another location or to learn by having conversations with others that are different. Daniel:   Yeah. Yeah. I think the, and behind that is this idea of being able to identify what the real need is. I think about it in two ways. One is like, let me go see where else this problem is being solved. Like specifically like, and then there's like, let me see in a broader sense like what other types of problems are similar to this? And, and this could be like, oh, let me, like if, if any other countries willing to share with me how they're doing rocket flight, then maybe I can learn the totality of the problem. But you can also do the thing where like, hey, let's look at what bees do and let's look at what seagulls do and let's look at other types of propulsion. Um, and so I feel like that's like that that definitely goes to the like the breadth of, of inspiration... Jocelyn:   absolutely. Daniel:  Well I think, and I guess that's where like, you know, cause what I was excited to talk with you about is like good leadership and bad leadership skills. And it seems like a really, really powerful leadership skill is the willingness and the interest, the curiosity, but also the willingness to sort of like look at the boundary of the possible and say what else is possible. Jocelyn:  Yep. Absolutely. I also think that a great leadership skill in when leading an innovation team is, um, knowing what bets to place at any given period of time. So one of my favorite quotes is by Edwin Hubble. Um, and he says, and he said this in like a 1930s in his cal tech commencement speech being says that a scientist has a healthy skepticism, suspended judgment and disciplined imagination. I'm going to say those three things again because I love the combination of the three assigned. His has a healthy skepticism, suspended judgment and discipline imagination. And he talks about it specifically in the world science, but I think it's actually really applicable in the world of innovation because he describes a way of being, which is kind of strange. You're supposed to be skeptical, but you're also suppose to suspend your judgment. You're supposed to have the imagination, but this upland because you don't want me to go too wild. And I think that, um, the balance between the three of how do you actually observe ideas that come in, gathering facts, understanding it, testing your expectations against them, um, is I think a quality that I would hope anyone who's leading innovation would have. Daniel:   Hm. That's really beautiful. I, and when did you absorb that quote that's like, it's seems really close to your heart, which is beautiful. Jocelyn:   Um, great question. I learned here when I was interim CEO of a biotech company in incandescence portfolio, I'd taken over and I was new to the world of science, also new to being an CEO of a startup. And one of the biggest lessons I took away was that quote is I think that there is such a beautiful orientation in terms of how scientists discover things. Um, it's really their way of being. Um, and my brother actually is a scientist and I see how he thinks about problems and how he approaches them. It just, that combination of when is it the right moment to imagine something really amazing. Because a lot of scientists, they don't know what they're discovering. They're just out there. Yeah. Um, oh, when is it? The moment when you were gathering back a set of data and you're saying, hmm, does data's actually telling me that it's not that great and that is not the direction that I should go in? And just being, and really refining the balance between the three modes whenever you're faced with facts or contradictory pieces of evidence, I think is, um, something that I will always be very grateful for for my time. And as a biotech CEO, Daniel:   something I can't say at all, I've never done that, Jocelyn:   hey, one of my other lives, you know. Daniel:  Well, so this actually goes back to, um, like an organization has got to have multiple bets, right? And they need to have, uh, uh, a roadmap of, you know, crazy bets and less crazy bets. And in a sense like I would, I would integrate that as an innovation leadership skill. 100% is the ability to like, uh, you know, what would you call it? Handicap, um, various items on the roadmap, but then also like to, to, to, to make sure that those bets are spread out. Jocelyn:  Yup. Have you heard of the ambition matrix before or seen the framework of it? The ambition matrix? Daniel:   No. Illuminate me! Jocelyn:   so it's a pretty simple framework. Um, where I think on one of the axes is solutions. The other axis is challenge, but in any case it's basically concentric circles like moving out of core, adjacent and transformational... and where it talks about how do you actually categorize your bets in terms of innovations or core innovation is something that's very different but also very needed comparatively to something transformational. Um, and I think visualizing it that way could be really helpful when facilitating a conversation. Daniel:  Have, have you utilized that in your, in your own work? Jocelyn:  Uh, we are actually looking at the application of it at UNICEF right now where we're looking at how we're, how different projects could be core, adjacent and transformational. Daniel:   Uh, can you, can you say a little bit more about that and maybe tell us a little bit about, uh, the, the role you're, you're doing right now? because I don't know too much about it yet. Jocelyn:   Sure. I mean, and now we're getting sort of like a little bit into the new ones of like how has variation different in the world of international development versus in the world of the private sector? Um, there, there are different lenses that one might me take. Um, at UNICEF and my role is as a business model specialist on the scale team, the current innovation team is divided into three pillars. We have a futures arm where we look at what are new landscapes and markets are sort of shaping out there. We have a ventures arm which looks at um, deploying capital in frontier technologies. So think block chain, drones, all fall under the ventures arm. And then we have a scale team and that's where I sit. Um, and the way that we think about innovation is like how might we accelerate projects or programs that are demonstrating a lot of practice but need to go to scale and actually spread a lot faster than your current rate of expansion. So those are three different lenses. The very definition obviously of innovation varies depending on the lens that you take. Because like a venture's lens for example, is they're using capital...an now we're getting a little bit more into the strategy side, but were they using capital as an accelerant versus ... we are using actual internal capabilities on the scale team to uh, accelerate innovation. Daniel:  Huh. That, that's interesting. Well, so like can capital accelerate the innovation itself or can capital accelerate the spread of the putative innovation or learning about whether or not it is in fact effective at scale? Jocelyn:   Probably both. I think that UNICEF takes the fans that we are a catalyst in an ecosystem and if somebody else is doing something that's really wonderful, like what is the best role that we might be able to play? And in that case it could be the provision of capital. Um, in some other areas like in scale, it might be the deployment of internal capabilities and in the futures team it could be putting out a thought leadership piece on how urban innovation works or, um, one of our other projects is, you know, just to give you an example is, um, what we're calling a 21st century Ger project where we have brought together different partners in the private sector and academia. Um, Arc'Teryx, North Face, University of Pennsylvania to help us redesign a Mongolian Ger, uh, which is those Yurts that, uh, folks live in. It's a materials design project in order to increase an improved installation of these structures that folks live in, which would help with air pollution. Because right now these yurts are not insulated very well and families end up burning a lot of coal internally, which causes a lot of health issues. Um, but if we're able to actually improve the installation, then we're able to, uh, help from a health perspective for all of these different families. But that's a futures project... no one else is doing that in the market, it's pretty niche but much needed in terms of urban innovation. And we have a really fantastic set of partners that are working with us on it. Daniel:  That's so cool. And, and what that really illustrates for me is like how many levers there are for a change. Like, cause obviously you could also be working on the combustion side, right? Or on the electrical generation side. Jocelyn:   Absolutely. Daniel:   And, and doing and it sounds like there's been a decision and it makes a lot of sense actually. Cause this I've known about this problem, it's like I never once thought about it from the installation side, which is really subtle. Jocelyn:   yeah. Um, there's a really wonderful framework. I feel like I'm throwing a lot of frameworks, Daniel:   I love frameworks! Jocelyn:   I figured it's you, so I'll just throw out all the frameworks in the world because they know you love them. Um, if you haven't seen Doblin 10 types of innovation, sure. I would highly recommend that you take a look at that because he talks about, uh, it breaks it down into basically three large categories, configuration which is made out of your profit model and network structure process you're offering. So product performance, product system and you experience, so like your service, your cattle, your brand, your customer engagement, you can innovate along any of these things, um, and have it be a really wonderful type of innovation. Or you could even combine different categories together to actually have something more transformational. So for example, a core... Just use the ambition matrix against this new types of innovation. Jocelyn:   A core innovation for um, a, let's see, a channel or brand could be a new campaign that they have never thought about before. And it's fundamentally, you know, people, or a brand might choose to use Instagram, which is a channel they may not have ever used before in terms of reaching a completely new segment of audience. Or they could combine different things together, like a profit model combined with product performance combined with customer engagement, which are three different things, which is the example of the Mongolian Ger project that I just gave you, which is how do we actually improve not only on the product or on the distribution on it and involve the Mongolian government to help with the profit model side and then also engage users as part of the understanding from a health care standpoint that burning so much coal, um, would affect your health x ways. Daniel:   So this really goes back to the, the idea that this can be a discipline and Yup. And, and, and my mind is going back to, like, six sigma. Like here are the types of wastes and yeah, you could also think like, okay, well how can we improve this system? And what you're doing is you're reducing the loss of heat, right. As opposed to focusing on the efficiency of the generation of the heat. That's just really cool. Um, but at the same time, I feel like sometimes these, the, the discipline is not a replacement for somebody seeing potential. Like, so this goes back to like your skill as a business designer, which is like how did you do this? How does one decide if something's got a putative legs? You know, you're like, oh, this has got, this is there's some juice here that's worth the squeeze. Jocelyn:   Yeah, yeah, absolutely. I think that, um, on that particular project, I, I really have to credit the team behind that where it was not only the partnerships team that, so a lot of potential, but it was the futures team and also the head of the scale team that said, oh, there is something really interesting here. I think that this reframing of how we relate to heat could result in something really breakthrough. And we have a really fantastic partner arc'teryx who said, great, let's try it out. What's the worst thing, you know, in the spirit of design thinking, let's try out a prototype and see what happens. Daniel:   Yeah. Well, so then, yeah, this, this is, we're like building out a, a lovely model of innovation leadership here. Why don't we just like a fearlessness, a willingness to prototype, but I think there's also another piece which, which we're like getting towards which is like storytelling, which is like the ability to communicate to somebody an opportunity that you perceive that maybe they don't perceive. Jocelyn: Yep. How do you think that, given that you work so much in the conversation side of things, how do you think that storytelling or facilitation changes with this innovation leadership lens? Does it change or does it not change from a skillset standpoint? Daniel:   I mean, I think storytelling...you just reverse interviewed me, Jocelyn! I mean I believe that a storytelling is like really fundamental. Like I, my, my love for storytelling and narrative is like one of the reasons why I made a narrative phase in the design gym model. There isn't a narrative phase in ideas model, which I think is actually a major failing. It sort of stands outside of the design thinking process. Whereas I think that it is, it is design thinking is a way of telling stories. Um, I have to think in when we talk, each phrase that we respond to each other with is forming a story and like, what's like, if I say a non-sequitur, it's like we define a non-sequitur as something that's not linked to the rest of the conversation, it doesn't, it doesn't connect or it doesn't relate. So I think, um, great story telling makes things seem obvious, right? Like it, which is sort of like, hey, here's this amazing opportunity and here's this huge problem and we should do something about it right now. Like that's just the fundamental innovation storytelling model, right? That I know, like, I dunno what, what, what's your, what your core story telling you know, framework is like, when you want to make sure that you're communicating that value to someone else. Like what, what you, how do you make sure that rises up from all of the, the, the charts and figures. Jocelyn:  Yeah. I don't know if I have a storytelling of framework per se, but what I do think storytelling needs to be, are powerful anecdotes that somebody else can tell the story on behalf of you. So you maybe it needs to be memorable enough. Yes. And one of the stories that comes to mind, um, and this is not a client that I've worked with and is more of an anecdote that a colleague of mine has told me is that, um, when he was visiting the headquarters of Alcoa, which is a mining company, um, and he was running late for a meeting and he was in their London offices and arrived like just on time. They made him sit through a 10 minute training video on safety, even though they were in the middle of London. There were no mines around anywhere. Jocelyn:   They were in professional building. But you have to sit through 10 minutes of training because that was one of their core values, um, that it, that they really wanted to talk about in Alcoa. And the reason for that is when the new, and this is, um, this is definitely a couple years ago when a new CEO of Alcoa came in to take over the company. At the point in time, he decided that the way that he was going to turn around the company was through a message of safety. And so every single call that he did with his earnings, with his leadership team, um, with employees that he would meet, he would ask them, how are you actually talking or implementing safety in your teams? Um, and it's one of the safest places to work right now. Um, which is kind of insane. Well, for a mining company and even more so than than, um, other mining companies that are out there. But then he just really drove that message home by building it into one of the core values of the organization. And that culture is spread through asking that simple question and that people could retell and say, here's how a CEO and a thinks about it. Yeah. It's not really sort of like on the innovation lines, but I think it goes to your storytelling point around how the things get told, um, and emphasized upon. Daniel:   Yeah, it's that drumbeat. Uh, and whatever you are talking about is what will be on top of people's mind and it's what will happen. It's really cool. What a great story. I'll retell that. I don't think people often think about storytelling, uh, in terms of what will happen after I tell the story. Um, yeah, and designing for retelling is definitely a really important heuristic for, for, you know, if you're going to architect the narrative for sure. simplify. Um, so Jocelyn, we're coming up against our, our, um, our time together this time together. Is there anything else that, um, that we haven't talked about that you think is worth bringing, bringing up, uh, on these topics? Any thread that we've left loose that, that's, that's, uh, sticking out of your mind? Jocelyn:  Um, the only other thing that comes to mind is the topic on learning, which I feel like could take a whole other session on its own. Um, but I wonder whether there's anything that you would like to unpack around there because I think so much of creating a discipline in ritual for yourself is also paired from a complimentary standpoint of how does one learn and how does one practice? Because that's it goes hand in hand. You can't really create a discipline without actually practicing something. Yeah. Um, Daniel:  well you talked a little bit about this in terms of like, uh, uh, the organizational capability is part of the innovation, but then inside of that capability are people and people, uh, change at the rate of, uh, people, human conversation developmentally happens. Yeah. I don't know, at a certain pace, um, in which case like, how can you, you know, increase that for an organization? How can you increase that for, for a person. But I think it seems like you're, you're positing and I agree with you that like, um, having some, some discipline around it, having some frameworks about can, can really help people. Jocelyn:  Yup. Daniel:   Couldn't agree more. We just tied a bow around that. Yep. How do you feel like you've grown in your own capabilities? Like I feel like you've, you've gone from strength to strength, your increase in your career. How do you stay focused on, on your own growth? Jocelyn:   great question. I think, um, from a practice standpoint, I think something that I do, and I don't know how intentionally I truly do this, but definitely it's woven into, uh, my day to day is that I practice, I do a lot of distributed practice. I don't know if that's an that's an actual term. I don't know, maybe I just coined that. Daniel:   Well, it is now! Jocelyn:  And what I mean by that is, um, I try and make sure, like whenever I learn a new concept or a new skill set that I, I, uh, practice it sporadically and in a very spread out way. So for example, I'm not in the world of design thinking right now and neither am I a designer. There was a period of my life where I was very immersed in it and that was all I was reading and thinking and speaking about on a day to day basis. Now I have a different lens and focus, but I still upkeep my design thinking side, um, to whether that's like sporadic engagements or, um, and I teach stuff like at the d school and that's pretty nice, like longer term cadence to force me to actually think about like new concepts in design or I go to design events or read books and there isn't....it's no way near the intensity's uh, we read it, my intensity a hundred back then. Jocelyn: It's like now it's probably about 15 to 20% of my time and attention, but I kind of keep that on the back burner so that I don't actually lose touch of that. Um, and to also make sure that I remember a lot of the things that I've learned because I think it's easy to pick up something and just let it go and never touch it.. And what's learning something if you don't actually retain things that you're interested in? Daniel: Yeah. This is like, you are using the forgetting curve to your advantage. This is the forgetting curve. I'll, I'll send you a link. I'll put the link in the show notes. I, well, I interviewed somebody, a behavioral, a guy who works for a behavioral Science Company called Boundless Mind and behavioral change works with the, like if I tell you a number today like your, it has no emotional impact but you may remember it in two or two or three or five or 10 minutes, um, the odds of you remembering it next week and very slim. But if I call you up tomorrow and say, Hey Jocelyn, I'm going to call you tomorrow and I'm going to ask you what the number is, you might remember it. And then if like I call you up in, in like another week and I'm like, Hey, you remember what that number is? You're like, oh yeah, I remember the number. Or at least like what the range is like. So it's about like, just like, like, like the radioactive decay curve. Jocelyn: Um, oh, got it. Okay....that's the name of the concept. Not really distributed practice,Daniel: but I like distributed, I think distributed practice is much better. But yeah, that's like, that's the idea is like you're making sure that you are being intentional about keeping it... As my father would say, a used key is always bright. Jocelyn: There you go. Yes. I love that. Daniel: Um, the, the fact that I got into a quote from my father means that it's time for us to stop. Jocelyn: Um, thank you so much for having me. Really Fun as always. Daniel: Yeah, it is. We enjoy our conversations. Likewise. I really appreciate you making the time.  

"Ten Types of Events to Prepare for International Competitions"    Contact Details for this Episode are available on    www.HorseChats.com/LeaBierman3   Music - BenSound.com   Interviewed by Glenys Cox

Tired of wasting your time on brainstorming sessions that only improve upon existing offerings marginally? Invention does not always lead to innovation. Based on exhaustive case studies and research on industry trends and innovation, researchers have found ten distinct types of innovation that substantially drive progress. Rather than continuing to spin your wheels, use the ten types of innovation as a framework to turn your company’s next big thing into a successful reality.

Today, we kick off Innovation Week! Chris sits down with Gary Pisano, professor at Harvard Business School, and author of over 100 scholarly articles on innovation and business management. His most recent book, Creative Construction: The DNA of Sustained Innovation is a look at how large enterprises can leverage their scale to become transformational innovators.  Chris also talks about pitching consulting services (it's hard, and he doesn't like it), how innovation can take a lot of forms that we don't notice, and how one company is finally reckoning with its terrible past. Read more of Professor Pisano's scholarly work (referenced in the interview):Dynamic Capabilities (1997), Restoring American Competitiveness (2009), Innovation Strategy (2015), Hard Truths (2019)Buy a copy of Creative Construction here.The Ten Types of Innovation can be found here.From the NY Times: Nazis Killed her Father. Then She Fell in Love With OneFollow us on social media! You can find A Case of the Mondays on Facebook, Instagram (@mondaypod), Twitter (@mondaypod1), and LinkedIn. More about Professor Pisano:Gary Pisano is the Harry Figgie Professor of Business Administration at the Harvard Business School where he currently serves as Senior Associate Dean for Faculty Development (promotions and tenure). He joined the Harvard faculty in 1988 after completing a Ph.D. at the University of California Berkeley. Over the course of his career, Pisano has explored fundamental questions about how organizations innovate, learn, compete, and grow.   His research and consulting experience has spanned a broad range of industries including aerospace, automobiles, apparel, biotechnology and pharmaceuticals, entertainment, financial services, health care, restaurants, semiconductors, software, specialty chemicals, and web services.  At Harvard, Pisano has taught MBA, executive, and doctoral courses, and has mentored a number of doctoral students.  He has created and currently teaches a new MBA electric course “Managing Growth” based on his current research on the drivers and impediments to organizational scaling and growth.  He is also the co-creator and co-chair of a new executive program called “Driving Profitable Growth”.   In addition to his academic research and teaching, Pisano serves as an advisor to senior leaders at leading companies around the world and has been a director of both public and private company boards.  He currently serves on the board of directors of Axcella Health and Celixir.

Matt is a bigfoot researcher with a vast array of topics found on his ever-growing Mattsquatch Presents youtube channel. An engineer by training he approaches things with a no-nonsense angle of attack and provides some excellent bite-sized morsel videos on his channel. He recently presented a fascinating and very comprehensive Ten Types of Bigfoot lecture for MUFON that will leave the average viewer with many concerns about going into the woods alone. His vast knowledge of paranormal topics and conspiracies, in general, make for great conversation. In this two-part interview, we explore a wide range of topics with a focus on Antarctica and the mysteries surrounding this vast and hard-to-reach region. Sometimes truth is stranger than fiction, and sometimes it just makes sense. Visit our website at: https://lostriverlegendspodcast.com Instagram: https://instagram.com/lostriverlegends

“How does one fashion a book of resistance, a book of truth in an empire of falsehood? Is it possible for freedom and independence to arise in new ways under new conditions?” - Philip K. Dick The argument of the book is that we've evolved a number of mental modules. They are associated with characteristic types of human behaviour. This show introduces ten people. In a way, we already know them. Only we don't – not really. In a sense, they are us. Only they're not entirely. They inform and shape the most important decisions in our lives. But you're almost certainly unaware of their intervention. They are the Ten Types of Human. Who are they? What are they for? How did they get into your head? We want to believe that there are some things we would never do. We want to believe that there are others we always would. But how can we be sure? What are our limits? Do we have limits? The answer lies in the Ten Types of Human: the people we become when we are faced with life's most difficult decisions. But who or what are these Types? Where do they come from? How did they get into our heads? The Ten Types of Human is a pioneering examination of human nature. It looks at the best and worst that human beings are capable of, and asks why. It explores the frontiers of the human experience, excavating the forces that shape our thoughts and actions in extreme situations. It explores people undaunted in the face of unimaginable conditions, people who have stolen, people who have killed, people who have spoken out at enormous personal risk, people who have performed feats of unimaginable heroism. Mixing cutting-edge neuroscience, social psychology and human rights research, The Ten Types of Human is at once a provocation and a map to our hidden selves. It provides a new understanding of who we are – and who we can become. Ultimately that is what The Ten Types of Human is about: finding fresh ways to be free. We welcome Dexter Dias, human rights barrister who as Queen's Counsel has been instructed in some of the biggest cases of recent years involving murder, terrorism, civil liberties, war crimes, human rights and genocide. He has been instrumental in changing the law to better protect young women and girls at risk of FGM and works pro bono internationally with survivors of modern day slavery, human trafficking and Violence Against Women and Girls. Dexter gives us an in-depth account of the concept of the book and shares some of the stories which informed the book. We get through a handful of the ten types and intend to follow up with a part 2 in the New Year. More about Dexter here: https://thetentypesofhuman.com/about-dexter-dias/

Larry Keeley is an innovation strategist who has worked for over four decades to develop more effective innovation methods. Larry is President and co-founder of Doblin Inc, an innovation strategy firm best known for the Ten Types of Innovation framework.  Since 1979 Keeley has worked with many global companies on innovation effectiveness, among them American Express, Apple, Boeing, Coca-Cola, Ford, Gillette, GE, Hallmark, Mars, Mayo Clinic, McDonald's, Novartis, P&G, Pfizer, Rockefeller Foundation, SAS, Shell, Sony, Target, Whirlpool, and Zurich Financial Services.  BusinessWeek named Keeley one of seven Innovation Gurus that are changing the field, and specifically cited Doblin for having many of the most sophisticated tools for delivering innovation effectiveness. They also separately selected Keeley as one of the 27 most influential designers in the world. Keeley teaches graduate innovation strategy classes at the Institute of Design in Chicago, the first design school in the U.S. with a Ph.D. program, where he is also a board member. He lectures in executive education programs at Kellogg Graduate School of Management and is an adjunct faculty member for their core MBA and their Masters of Manufacturing Management programs. He also lectures at University of Chicago, plus business schools worldwide.  I enjoyed tapping into Larry’s incredibly vast reserves of knowledge gained from over four decades in the space of design and innovation. In a corporate innovation landscape that is absolutely awash with charlatans, it’s always refreshing to speak with a critical thinker like Larry who appreciates that ideas are just a tiny part of the battle and that it’s the execution that matters. Expect to take many things away from this conversation, including: 1 - What large companies can do to balance the core business with the exploration of emerging business 2 - Why the focus on building a culture of innovation is misguided and what companies should be doing instead 3 - Three things one must do to become a successful innovator You’ll learn this and more in my thought provoking conversation with the one and only, Larry Keeley.  Topics Discussed: How Larry first got into the space of design and innovation Is today’s fear mongering about tech disruption justified or is this a common pattern that Larry has seen come and go in waves in his four decades in the space? Why the Ten Types of Innovation has stood the test of time Case studies of large organisations successfully balancing the core business with emerging business Why creativity and innovation are two different things Why the pre-occupation of executives in this space with design thinking is short sighted How the human tendency to stick with what’s familiar and do what’s easiest sabotages innovation What slows down large organisations from moving at the pace required to innovate Common misconceptions about innovation How to attract, engage and retain the right talent What more progressive companies in this space are doing differently Why you should build a platform, not a product The importance of empathy in business Show Notes: Doblin Consulting: Doblin.com  Buy the book - Ten Types of Innovation: https://amzn.to/2MpxKYT  I hope you enjoyed this episode. If you’d like to receive a weekly email from me, complete with reflections, books I’ve been reading, words of wisdom and access to blogs, ebooks and more that I’m publishing on a regular basis, just leave your details at www.futuresquared.xyz/subscribe and you’ll receive the very next one. Listen on Apple Podcasts @ goo.gl/sMnEa0 Also available on: Spotify, Google Play, Stitcher and Soundcloud

Will Cook is one of the co-founders of Harvest Box, a rapidly growing snacking company based in Melbourne, Australia. Harvest Box started in 2010 when three mates; Will, George and James, decided to make healthier snacking easy for everyone by creating an unique subscription service of fruit, nut and seed mixes. This innovative format paved the way for national and international distribution of snack packs, health bombs, sultana bubbles and flavours of the world mixes. Now Harvest Box competes in major retailers, cafes, convenience stores, bookstores and wine stores. Find out how they built up this growing business in a crowded marketplace, plus learn about Doblin’s Ten Types of Innovation and how your business could become more competitive long-term.Learn more about Harvest Box snacks and connect with Will:http://www.harvestbox.com.auhttps://www.facebook.com/harvestbox/https://www.instagram.com/harvestbox/Learn more about Doblin’s Ten Types of Innovation:https://www.doblin.com/dist/images/uploads/Doblin_TenTypesBrochure_Web.pdfMany thanks to this episode’s sponsor, the Monash Food Innovation Centre in Melbourne, Australia. Find out how they can help your business become more innovative: https://www.foodinnovationcentre.com.au

Experience doesn’t make a good coach – it’s insight. On this episode, Jared and Alex sit down with Chet Morjaria, a coach that identifies himself as a connector, communicator, and disruptor. Chet is the founder and head coach of Strength Education Training Systems—an education platform for coaches. Additionally, he started and facilitates Strong Mind Book club—a book club where fitness business owners, coaches, personal trainers, and rehab specialists can have a monthly mind meld. Previously, our guest was an international managing editor of Breaking Muscle magazine. In fact, this guest of ours today is the author of the article Ten Types of Coaches and How to Spot Them, which was the central talking point of our inaugural episode titled “To Be a Motivator or a Technician” We cover: The difference between learning and teaching How coaching is 80% humanistic and 20% mechanics Why coaches should appreciate the subjectivity of everyone’s experience Language and words you should get rid of in your coaching Why saying more with less is an important part of coaching How to live in line with your values and connect better with clients The enjoyment of play and practice and it’s relationship to sustainability in training and more! For references to everything mentioned in this episode, head over to www.behindthepodiumpodcast.com. If you enjoyed this episode, please leave us a review and share with your friends and colleagues! (more…)

Global Product Management Talk is pleased to bring you the next episode of... The Everyday Innovator with host Chad McAllister, PhD. The podcast is all about helping people involved in innovation and managing products become more successful, grow their careers, and STANDOUT from their peers. About the Episode: This episode focuses on platforms — a topic I haven’t discussed yet on this podcast. An effective platform strategy is important for growing organizations as well as those that are starting. There are different perspectives on platforms and this interview primarily explores digital platforms. My guest is Larry Keeley, a strategist who has worked for over three decades to develop effective innovation methods, based in science and analytics. He is President and co-founder of Doblin Inc, an innovation strategy firm known for pioneering comprehensive innovation systems that materially improve innovation success rates and innovation return on investment. Doblin is now a unit of Deloitte Digital. Larry is also the author of the book Ten Types of Innovation, the Discipline of Building Breakthroughs, which you’ll hear us talk about towards the end of the interview.

In this Episode, MTN co-founder Aaron Eden hosts entrepreneur and intrepreneur, Dan Toma.   As an entrepreneur, Dan has been involved with high-tech startups globally.  Over the last few years he’s been primarily focused in the enterprise and has worked with companies like DT, Bosch, Jaguar and Allianz.  He has also recently co-authored a book titled The Corporate Startup - How established companies can develop successful innovation ecosystems. Our areas of focus for this episode are: Why the enterprise ecosystem should mimic a living organism. Innovation thesis. What is an innovation thesis and why is it important? Is it different from a company or product vision? How can we use it to ensure we aren’t killing opportunities too early? Why it is important to focus on arenas rather than industries. What Dan Toma is reading: Ten Types of Innovation: The Discipline of Building Breakthroughs Beyond Budgeting: How Managers Can Break Free from the Annual Performance Trap

It’s Thursday and it’s time for a special edition of Shooting the Shiznit with the Cool Kids Countdown bi-weekly episode. Episode 32, Season 3 is “The Ten Types of Wrestling Fans 2017” with Lance LeVine. Lance is joined this week by Suplex City Limits’ Jim Vicious. Funny 30 minute episode. What type of wrestling are you? Listen & SHARE !!

Family Service

Rev Ato Dickson

Ten Types Of Workers 1. Workers who are sons and daughters Philippians 2:22 But ye know the proof of him, that, as a son with the father, he hath served with me in the gospel.

 In one of the very best innovation books I've read, the author describes 10 types of innovation. This podcast provides an overview of each type. With these understandings, innovation possibilities dramatically increase for your business.

 In part two, I share the power of combining multiple types of innovation and how this can lead to truly big innovation success. This podcast is rich in actual examples of people using multiple types – especially some of the most successful products in American history.

Host Dave Robertson first talks to Luis Sanz, COO and Co-Founder of Olapic. With pictures posted every second on social media, Luis explains how brands can capitalize on the pool of photos that exist and convert pictures into sales. The second guest is Sharon Klapka, Director of Business and Brand Development for Adore Me. She discusses her data-driven approach in selecting models, creating photo shoots and developing products to drive sales. Next up, Dave speaks with Brian Quinn, Principal at Dobline (part of Deloitte Consulting) and co-author of "Ten Types of Innovation: The Discipline of Building Breakthroughs." Dave's last guest is Tina Seelig, author of "Insight Out: Get Ideas Out of Your Head and Into the World."

In this episode we tackle the the Ten Types of People Who Will Help Your Business. We cover personalities and skill sets that you should make sure are covered as you launch or grow your business. Nobody can be a master at everything so listen and take inventory of what types you have covered and what you could stand to add to your team. Then Melissa talks about the stresses of being an entrepreneur and ways to manage that stress before you go completely insane and lose hope in why you started your own business in the first place. Hosts Melissa Epstein and Bryan Laurel can be reached at info@syndicatepr.com

The type of grief one experiences after a death or other loss has a profound impact on the kinds of grief related emotions felt and their intensity and duration. Type of grief also influences how grief is processed and understood and may have an impact on one’s interpersonal relationships and interactions with the outside world. Although there are many different types of grief, most people think there are only two categories, normal or abnormal Lack of knowledge about the different types of grief sometimes leaves grievers feeling confused when their emotions and experiences don’t follow an expected course. In this podcast the girls the girls behind What Your Grief set out to explain the ten most common types of grief in ten minutes (because any longer would probably be boring). Their aim being to introduce listeners to the different types of grief and to help grievers find understanding for their own experiences. Show Notes: www.whatsyourgrief.com/nine

Two presentations and the first panel discussion of the Silent University event which took place at the Oxford Department of International Development on 20 May 2014. Recording details: 00:00:00-00:13:28 - Ten Types of Arabic Calligraphy (in English and Arabic), Behnam al-Agzeer, The Silent University; 00:13:32-00:17:01 - Sexually Transmitted Diseases and the History of HIV, Mulugeta Fikadu, The Silent University; 00:17:06-00:48:29 - Panel 1: Migrant Communities and Networks, and Social Exclusion in the UK and Europe. Moderator: Professor Bridget Anderson, COMPAS. Panellists: Carlos Cruz, The Silent University; Uvindu Kurukulasuriya, The Silent University; Geraldine Takundwa, The Silent University; Miriam Binsztok, The Silent University; Karin Waringo, The Silent University Paris.

Larry Keeley is a strategist who has worked for over three decades to develop more effective innovation methods. Larry is President and co-founder of Doblin Inc, an innovation strategy firm known for pioneering comprehensive innovation systems that materially improve innovation success rates. Doblin is now a unit of Deloitte Consulting, where Keeley serves as a Director. He is also co-author of Ten Types of Innovation: The Discipline of Building Breakthroughs. In this interview we talk about what innovation looks like and how to get it to happen more in your organizations.