Consideration of HR 1473–Department of Defense and Full-Year Continuing Appropriations Act, 2011, H. Con. Res. 35–Directing the Clerk of the House of Representatives to make a correction in the enrollment of HR 1473, and H. Con. Res. 36–Directing the Clerk of the House of Representatives to make a correction in the enrollment of HR 1473 (Subject to a Rule). Begin consideration of H. Con. Res. 34–Establishing the budget for the United States Government for fiscal year 2012 and setting forth appropriate budgetary levels for fiscal years 2013 through 2021 (Subject to a Rule). Video Rating: 0 / 5
LTG William B. Caldwell IV recalls his mission to provide stability and support to the people victimized by the Hurricane Katrina Disaster, and how his SAMS education prepared him for the uncertainty of the situation on the ground. The School of Advanced Military Studies Program in Ft. Leavenworth, KS announces its Silver Anniversary ceremonies on 20-21 May, marking 25 years of excellence in officer development. SAMS specializes in educating future leaders to be agile and adaptive decision makers, who think critically to solve the complex, ambiguous problems of today’s current operating environment. For more information on the 25th Anniversary event, please visit: usacac.army.mil Video Rating: 5 / 5
www.milestonesinleadership.com The Milestones in Leadership Summit is a MUST-Attend for Executives and Core Management Teams Committed to Collaborative Leadership & Critical Change. This one-day-only interactive conference begins with an energized, open and adaptive exchange. You will have the opportunity to have your most troubling obstacles addressed by our panel of speakers. Because you help shape this event, you will come away with a truly unique set of leadership tools designed to let you begin shaping your future NOW! Reenergize, Realign and Refocus on… Reenergize, Realign and Refocus on… – Small but effective changes in your personal leadership techniques that can correct even the most stagnant corporate culture – Clear transformational action plans designed to lead organizations with confidence in times of confusion – Simple ways to self-tune your corporate engine for greater efficiency in today’s complex business environment Video Rating: 0 / 5
For better or for worse, the dynamics of credit and blame are at the heart of every team and organization and make or break every career. Unfortunately, credit and blame are rarely assigned in an objective or fair manner, and individual psychology, team dynamics, and corporate culture all influence, and are influenced by, how credit and blame are given and received. Too often, people and organizations get caught up in “the blame game” and the wrong people get blamed for the wrong reasons at the wrong time. The result can be that people are demotivated and demoralized, focus more on organizational politics than on getting the job done, and are too afraid to speak up or experiment with new approaches.
Working For Water: The California Water Boards have broad responsibilities to protect surface and ground water quality and balance competing demands on our water resources. The complexity of the Water Boards programs are reflected in the number of mandated programs and the regional variation that exists throughout the State. This film tells the stories of a few Water Board employees, what their jobs entail, and why they have chosen to work for the Water Boards.
Saturday’s second session, moderated by David Shorr, a program officer at The Stanley Foundation, was on “Adaptive Leadership and Values for Global Citizenship.” Panelists Ted Piccone, from the Brookings Institution, and Maria Rost Rublee, from the University of Auckland, discussed topics such as the role of the UN in implementing human rights as well the nuclear nonproliferation regime.
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Integrative Thinking Using the Head and the Heart Effective leadership involves making informed decisions for adaptive challenges. Leading is risky because it involves guiding people through difficult change. Effective leaders persevere by opening themselves up to possibilities that are not obvious. Making decisions that promote change involves integrating logical and emotional processes when developing options for consideration. Tension created through change can materialize in the form of negative emotional effects. Effective leaders approach problem solving by creatively synthesizing alternatives through integrative thinking by assessing relative, multidimensional relationships among options. Integrative thinkers have the “capacity to hold two opposing thoughts” in their heads at once and “creatively resolve the tension between those two ideas by generating a new one that contains elements of the others but is superior to both”. Humans have the ability to reason by making decisions based on judgment or fact. The ability to think objectively and critically involves identifying and evaluating evidence in making decisions when considering alternative courses of action. On the other hand, humans make decisions based on emotion by listening to their hearts and considering the feelings of others. Emotions often affect our ability to consider ideas objectively, but considering how decisions affect others emotionally is an integral component of effective leadership. People …
