{"title":"Tools for Quality Improvement","authors":"M. R. Kelly","doi":"10.4324/9780203756485-3","DOIUrl":"https://doi.org/10.4324/9780203756485-3","url":null,"abstract":"","PeriodicalId":360855,"journal":{"name":"Everyone’s Problem Solving Handbook","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-01-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131284168","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The Resilient Leadership model calls for leaders to embrace a “New Way of SEEING, THINKING, and LEADING”. In this document we invite you to focus on the nature of the “New Way of THINKING” that has the potential to transform to a dramatic degree the effectiveness of leaders everywhere. “What exactly is this New Way” you might ask. The short answer to this question is to “think systems”, but more specifically it is a mandate to “Think Emotional Systems”. Foundational to this way of thinking is a recognition that every organization—in fact, every group of people who interact together often enough to have formed a cohesive unit—is made up of both a “Rational System” and an “Emotional System”.
{"title":"A New Way of Thinking","authors":"M. Kelly","doi":"10.4324/9780203756485-1","DOIUrl":"https://doi.org/10.4324/9780203756485-1","url":null,"abstract":"The Resilient Leadership model calls for leaders to embrace a “New Way of SEEING, THINKING, and LEADING”. In this document we invite you to focus on the nature of the “New Way of THINKING” that has the potential to transform to a dramatic degree the effectiveness of leaders everywhere. “What exactly is this New Way” you might ask. The short answer to this question is to “think systems”, but more specifically it is a mandate to “Think Emotional Systems”. Foundational to this way of thinking is a recognition that every organization—in fact, every group of people who interact together often enough to have formed a cohesive unit—is made up of both a “Rational System” and an “Emotional System”.","PeriodicalId":360855,"journal":{"name":"Everyone’s Problem Solving Handbook","volume":"51 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-01-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127564125","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
An old saying in the text i le wet process ing industry i s "wel l prepared-half dyed." This s tatement i s not quoted to imply that the majori ty of problems which occur in dyeing is due to inadequate preparation, but that in many cases problems which are not detected in preparation do lead t o f a u l t y d y e i n g s . Grunig [l] breaks down the percentage of defects in text i le wet process ing according to or ig in as fo l lows:
{"title":"A Systematic Approach","authors":"Michael R. Kelly","doi":"10.4324/9780203756485-2","DOIUrl":"https://doi.org/10.4324/9780203756485-2","url":null,"abstract":"An old saying in the text i le wet process ing industry i s \"wel l prepared-half dyed.\" This s tatement i s not quoted to imply that the majori ty of problems which occur in dyeing is due to inadequate preparation, but that in many cases problems which are not detected in preparation do lead t o f a u l t y d y e i n g s . Grunig [l] breaks down the percentage of defects in text i le wet process ing according to or ig in as fo l lows:","PeriodicalId":360855,"journal":{"name":"Everyone’s Problem Solving Handbook","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-01-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116235681","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Applying the Tools for Quality Improvement","authors":"M. R. Kelly","doi":"10.4324/9780203756485-4","DOIUrl":"https://doi.org/10.4324/9780203756485-4","url":null,"abstract":"","PeriodicalId":360855,"journal":{"name":"Everyone’s Problem Solving Handbook","volume":"74 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-01-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132711127","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：