The Experts below are selected from a list of 309 Experts worldwide ranked by ideXlab platform
Alan Ueoka - One of the best experts on this subject based on the ideXlab platform.
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A systematic approach to combat healthcare improvement: task force 62 medical brigade combat healthcare support system model.
U.S. Army Medical Department journal, 2008Co-Authors: Alan UeokaAbstract:An organization's mission, vision, and values are just words-intangible concepts, unactionable directives, and inconsequential thoughts. Without the emphasis, energy, and a defined process and framework, the words have little meaning to the organization. Task Force 62 created this Organizational vision and communications strategy through a tested model based on Kaplan and Norton's continuing studies on Organizational strategy. The task force accomplished its strategy only by overcoming the most difficult hurdle in changing Organizational culture-accepting change. Over time, the staff evolved from compliance to commitment to the culture of process improvement and Organizational Introspection. We could do this because the climate during our weekly reviews was not punitive or defensive, but collaborative and challenging. We also saw the value added to our unit and task force growth and development and, in the process, learning and development as individuals. Future medical task forces will have the ability to gain ground and develop this model for conclusion. As the Army Medical Department (AMEDD) continues to develop and refine lessons learned, the CHSS model presented here can be the foundation for the AMEDD and DoD's vision in the creation and modification of schoolhouse programs of instructions and doctrine to be relevant to the maturing combat theater of operations.
Paula Phillips Carson - One of the best experts on this subject based on the ideXlab platform.
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The Power of Minds at Work: Organizational Intelligence in Action
The journal of applied management and entrepreneurship, 2003Co-Authors: Paula Phillips CarsonAbstract:The Power of Minds at Work: Organizational Intelligence in Action Karl Albrecht AMACOM (2003) 260 Pages, hardcover, $24.95 Reviewed by: Paula Phillips Carson University of Louisiana Synopsis According to Albrecht's Law, "Intelligent people, when assembled into an organization, will tend toward collective stupidity." Importantly, though, Albrecht develops a narrative that helps organizations understand what it takes to be smart rather than just simply avoiding the pitfalls associated with collective dumbness. In this text, Albrecht defines the critical components of Organizational intelligence or "OI". Based on his personal experiences, Albrecht concludes institutions with OI share seven common traits that result in syntropy (a gain in energy made possible by the intelligent integration of resources) rather than entropy (loss of available energy caused by disorder). These seven traits of intellectual organizations include: (1) Strategic Vision - the ability to articulate and (re)evolve a 'success concept' (2) Shared Fate - a collective orientation and esprit de corps among stakeholders (3) Appetite for Change - change is seen as challenging and exciting (4) "Heart" - a willingness to give more than required (5) Alignment and Congruence - manifested by a coherent, logical, effective structure (6) Knowledge Deployment - the capacity to create, transform, organize, share, and apply knowledge (7) Performance Pressure - an achievement orientation that permeates the institution Each of these traits is discussed and effectively illustrated in its own chapter - comprising the bulk of the book. In the concluding two chapters, Albrecht focuses on obstacles likely to be faced by entities pursuing enhanced intelligence. These include the difficulties in implementing organization-wide change and development programs (he compares the success rates of such programs to those of diets - "not impressive" he concludes)that facilitate the "fizzle factor." Readability (1=Skim-able to 10=Requires Intense Concentration). This book rates a 7, not for purposes of reading, but in order to fully benefit from the author's wisdom. Recommended Audience This is an excellent, insightful book that will be of interest to any student of human nature. However, Albrecht aims his treatise toward: (a) CEOs and Senior Executives, and (b) others frustrated by seeing organizations block, squander, and misuse their energies. Most Interesting Part Albrecht asserts that every day when workers arrive at the company, the organization has already purchased an option on their IQ. Whether they exercise that option or not determines whether the company is a "smart" one or a "dumb" one. Most Insightful Part Albrecht insightfully delineates the seventeen basic syndromes of dysfunction that keep organizations from becoming smarter. They include: (1) Attention Deficit Disorder - senior management cannot seem to focus (2) Anarchy - a weak, divided, or distracted executive team (3) Anemia - the talented depart leaving only the losers and misfits (4) Caste System - shadow structures based on ineffective criteria such as social or professional status (5) Civil War - ideological battles within the company (6) Despotism - oppression from the top encourages avoidance behavior (7) Fat, Dumb, & Happy - an inability to see you may need to fix what isn't broken now because it will be broken soon (8) General Depression - discouragement, low morale, and diminished commitment (9) Geriatric Leadership - outdated leadership at the top (10) The Looney CEO - behavior that moves beyond colorful to maladjustment (11) Malorganization - structural arthritis and defective Organizational architecture (12) The Monopoly Mentality - the inability to think competitively (13) The One-Man Band - the cowboy type of CEO that keeps others in the dark (14) The Rat Race - high burnout of talented employees (15) Silos - the organization disintegrates into isolated camps (16) Testosterone Poisoning - male dominated firms where men will be boys (17) The Welfare State - a culture of complacency While Albrecht does little to aid organizations in rectifying these maladies (he prefers to spend his effort focusing on developing the seven traits of intelligent organization), they nonetheless many induce some Organizational Introspection. …
Jonathan Butts - One of the best experts on this subject based on the ideXlab platform.
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A Scenario-Based Approach to Mitigating the Insider Threat
2011Co-Authors: Robert F. Mills, Michael R. Grimaila, Gilbert L. Peterson, Jonathan ButtsAbstract:Abstract : This article presents a risk management strategy tailored specifically for the insider threat. Key components include the emphasis on people, process, and technology, Organizational Introspection into critical information resources, and a scenario-based approach to determining how insiders might attack those resources. Risks can then be mitigated through a variety of control mechanisms in a manner that does not introduce unnecessary costs.
Robert F. Mills - One of the best experts on this subject based on the ideXlab platform.
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A Scenario-Based Approach to Mitigating the Insider Threat
2011Co-Authors: Robert F. Mills, Michael R. Grimaila, Gilbert L. Peterson, Jonathan ButtsAbstract:Abstract : This article presents a risk management strategy tailored specifically for the insider threat. Key components include the emphasis on people, process, and technology, Organizational Introspection into critical information resources, and a scenario-based approach to determining how insiders might attack those resources. Risks can then be mitigated through a variety of control mechanisms in a manner that does not introduce unnecessary costs.
Michael R. Grimaila - One of the best experts on this subject based on the ideXlab platform.
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A Scenario-Based Approach to Mitigating the Insider Threat
2011Co-Authors: Robert F. Mills, Michael R. Grimaila, Gilbert L. Peterson, Jonathan ButtsAbstract:Abstract : This article presents a risk management strategy tailored specifically for the insider threat. Key components include the emphasis on people, process, and technology, Organizational Introspection into critical information resources, and a scenario-based approach to determining how insiders might attack those resources. Risks can then be mitigated through a variety of control mechanisms in a manner that does not introduce unnecessary costs.