Little Known Facts

1. Little Known Facts • The only 15 letter word that can be spelled without repeating a letter is: “uncopyrightable” • 111,111,111x111,111,111=12,345,678,987,654,321 • Cat’s urine glow’s under blacklight. • It takes 3,000 cows to supply the NFL with enough leather for a year’s supply of footballs. • On average, 100 people choke to death on ballpoint pens every year.

2. Densa IQ Test • Do they have a fourth of July in England? • How many birth days does the average man have? • Some months have 31 days; how many have 28? • In baseball, how many outs are there in an inning? • Can a California man legally marry his widow's sister? • Divide 30 by 1/2 and add 10. What is the answer? • If there are 3 apples and you take away 2, how many do you have? • A doctor gives you three pills telling you to take one every half hour. How many minutes would the pills last? • A farmer has 17 sheep standing in a field and all but 9 drop down and die. How many sheep are left standing? •  How many members of each animal did Moses take on the ark? •  A clerk in the butcher shop is 5' 10'' tall. What does he weigh? •  How many two cent stamps are there in a dozen?

3. New Science • Chaos • Complexity • Self-organizing systems • Self-producing systems

4. Commentary: The potential of chaos theory and complexity theory for health services management • "trust the workings of chaos" rather than interfere through the elaboration of rules and other controls.” Wheatley • theories to promote better understanding of health care organizations • new ideas are often prematurely translated into normative prescriptions for health care managers • chaos theory and complexity theory… provide new explanations for known but poorly understood phenomena. • is an individual health care organization a complex adaptive system? Margarete Arndt; Barbara Bigelow;

5. General Systems Theory • Open Systems • Cybernetics • The New Science

6. Open systems • The 2d Law of Thermodynamics: When a machine is running down, a system’s energy dissipates over time. • Systems engage in an open interchange with the environment, in which inputs and outputs can be largely explained in terms of feedback loops. • Interdependent systems are reliant on, yet are also constrained by, feedback from other systems.

7. New Science • “ a move away from the Newtonian model that is characterized by materialism, reductionism, and a focus on things rather than on relationships.” • “examines relationships beyond the superficial and apparent order of the universe to reveal a hidden dimension, one that contains an underlying order and structure that is observable when reduced to its parts.”

8. Cybernetics • “A method for the scientific treatment of the system in which complexity is outstanding and too important to be ignored.” • “Cybernetics is the science of control, and communication, in the animal and the machine.” • “Second order cybernetics... Invoked a focus not only on the properties of the systems and the interaction of the environment and the system but also on how observers are made part of any description by their act of observation.

10. Ecofeminism • “A perspective that focuses on the value of nonhuman life.” • “It recognizes the interdependence of all ecological communities, thus moving it away for anthropocentric values, or human-based values, and toward ecocentric, or earth-centered values.” • “places living systems on a level-playing field..” • “humans are no longer the center of the universe..” • “…awareness of being part of…the web of life ensures our care for all living things.”

12. Cyborgology • “embraces the ‘nonhuman” • “As a posthumanist perspective cyborgology disintegrates the artificial distinctions between organc and machine processes, between humans and machines.

13. ??????? “A value-centered, posthumanist perspective on self-organizing systems seems to be consonant with our need to create knowledge, while allowing us of maintain some the mystery and unpredictability of life.”

14. Whole Brain Thinking • The source of creativity is the human brain. • Applied creativity is the whole brain. • Synergy is the key to the creative process • In the right climate, composite groups of heterogeneous people are more creative than homogeneous groups • Creativity is not so much the acquisition of skills, tool, processes and techniques, but rather the breaking down of walls within and between people.

15. 4 Exercises that break down walls. • Drawing or sculpting exercises • Draw a flower or your hand. • Visualization exercises. • Dream home. • Metaphors of nature. • Storm clouds of opportunity • Models of problems. • Draw picture or doodle of your problem.

16. Nine Barriers to Creative Thinking • Failure to ask questions. • Failure to record ideas. • Failure to revisit ideas. • Failure to express ideas. • Failure to think in new ways. • Failure to wish for more. • Failure to try being creative. • Failure to keep trying. • Failure to tolerate creative behavior. Barriers to thinking more creativelyUSA Today; New York; Mar 1999; Anonymous

17. Failure to ask questions. Taking things for granted can kill creativity, while asking impulsive questions can generate insights. Try looking at the world through more inquisitive eyes.

18. Failure to record ideas. You never know which ideas will help you tomorrow, so keep them all: in a notebook. on scraps of paper in a folder, on voice mail messages to yourself-whatever method works. Doubling the number of ideas you save enriches the raw materials needed for thinking.

19. Failure to revisit ideas. Review your notes from past projects. Become more aware of old assumptions that become "comfort zones," making it hard to see creative alternatives.

20. Failure to express ideas. Articulate your thoughts to others (or to yourself when alone). Expressing stray thoughts is a good way to consider them carefully.

21. Failure to think in new ways. Get out of the box by doing something new. Instead of making a list of pros and cons, for instance, draw pictures or diagrams of the problem you are working on, then generate fresh perspectives by analyzing those images.

22. Failure to wish for more. Creativity thrives on optimistic speculation. New inventions arise from the wish to improve the status quo. Learn the value of wishful thinking.

23. Failure to try being creative. Avoid the trap of thinking you aren't a creative person. Failing to try is the quickest way to derail your creativity.

24. Failure to keep trying. "Breakthrough" concepts usually come only after you generate hundreds of ideas. It is a big mistake to become discouraged and abandon productive lines of thought prematurely because they appear fruitless.

25. Failure to tolerate creative behavior. Most supervisors communicate a "Stop thinking and get back to work" message to workers, argues Hiam. The way to unlock the creative potential of staff is to encourage imagination, not censor it.

26. Seven principles and practices for executives to safeguard their creative freedom are: • 1. Just say no: Neglect what is urgent but not important. • 2. Have a burning yes for a task that is "not urgent." • 3. Merge the preparation aspects of "not urgent" tasks with "urgent" tasks. • 4. Earn the confidence of your boss in your creative competence. • 5. Balance creative courage with consideration for others. • 6. Be able to operate in both a highly independent mode and a highly interdependent mode. • 7. Get out of the box, put on different hats, and engage in lateral thinking. Creative freedomExecutive Excellence; Provo; Feb 1997; Covey, Stephen R

27. Why Intelligent People Fail(Too Often) 1. Lack of motivation 2. Lack of impulse control 3. Lack of perseverance and perseveration 4. Using the wrong abilities 5. Inability to translate thought into action 6. Lack of product orientation 7. Inability to complete tasks and follow through 8. Failure to initiate 9. Fear of failure

28. Con’t 10. Procrastination 11. Misattribution of blame 12. Excessive self-pity 13. Excessive dependency 14. Wallowing in personal difficulties 15. Distractibility and lack of concentration 16. Spreading oneself too thin or too thick 17. Inability to delay gratification 18. Inability or unwillingness to see the forest for the trees 19. Lack of balance between critical, analytical thinking and creative synthetic thinking 20. Too little or too much self-confidence.

29. Health Technology Scottsdale Fashion Square Next to Nieman Marcus

30. HAS 3260Session Fifteen Change Leadership Dr. Burton

31. The future Change or die!

32. Passes the buck Lacks imagination Has personal problems Feels secure and satisfied Is not organized Flies into rages Will not take a risk Is insecure and defensive Has no team spirit Fights change Has a poor understanding of people Profile of a Leader in Trouble: John Maxwell

33. “There is nothing more difficult to take in hand, more perilous to conduct and more uncertain on its success, than to take the lead in the introduction of a new order of things.” Nicolo Machiavelli

34. Learning Organizations • Sets aside old ways of thinking • Becomes self-aware and open to others • Learns how the whole organization works • Understands and agrees to action plans • Works together to accomplish the plans Source: Peter Senge

35. Strategic Leadership • The ability to: • Anticipate • Envision • Maintain flexibility • Think strategically • Work with others to initiate changes

36. Innovation • The process of take a new idea and putting it into practice.

37. Wheel of innovation Imagining Scaling Designing Assessing Experimenting Source: Gary Hamel

38. Innovation roles • Idea generators • Information gatekeepers • Product champions • Project managers • Innovation leaders

39. Top Down Change Theory E Change Bottom Up Change Theory O Change Models of Change Leadership

40. Change strategies Change Strategy Power Bases Managerial Behavior Likely Results Temporary compliance Force-coercion Using position power to create change by decree and formal authority Legitimacy Rewards Punishments Direct forcing and unilateral action Political maneuvering and indirect action Fast Rational Persuasion Creating change through rational persuasion and Empirical argument Expertise Informational efforts using credible knowledge demonstrated facts, and logical argument Shared Power Developing support for change through personal values and commitments Reference Participative efforts to share power and involve others in planning and implementing change Longer term internalization Slow

41. “The New Millennium Workplace:Seven Changes that will Challenge Managers -- and Workers”byRobert BarnesThe FuturistMarch - April 1996

42. 7 Changes • The Virtual Corporation • Just-in-time Work Force • The Ascendancy of Knowledge Workers • Computerized Coaching and Electronic Monitoring • The Growth of Worker Diversity • The Aging Work Force • The Birth of Dynamic Work Force Source: Robert Barnes

43. The virtual organization • Distributed Workforce • Linked through electronic technology • Computer networks • Telecommuting Source: Robert Barnes

44. Just-in-Time Work Force • Temporary workers. • Outsourcing support functions. • Issues: • Motivation • Orientation and Training Source: Robert Barnes

45. The Ascendancy of Knowledge Workers • Fast growing segments • Medical technologists • Paralegals • Computer Installers • Avoiding technical obsolescence • Increasingly mobile workforce • Potential conflict between broad-based professionals and lower-paid technicians Source: Robert Barnes

46. Computerized Coaching and Electronic Monitoring • Loss of the personal touch? • Privacy issues Source: Robert Barnes

47. Growth of Worker Diversity • More women and minorities entering the workforce • Multicultural environment • International markets Source: Robert Barnes

48. Aging workforce • Median Age 45 years • By 2005 15% will over 55 years • Changing assumptions and stereotypes • Need for communication, teamwork skills for younger managers directing older, more experienced workers. Source: Robert Barnes

49. Birth of the Dynamic Work Force • Continuous improvement • Changing customer requirements • Changing competitor actions • Flexibility • More project focused work. Source: Robert Barnes

50. Six survival skills for the “Protean” Manager • Rapid Response • Sharp Focus • Stress Busting • Strategic Empowerment • Staff Juggling • Team Building Source: Robert Barnes