Crafting better team climate: the benefits of using creative methods during team initiation

This study employs a mixed methods approach to investigate the effect of creative methods, the combinative use of model building and storytelling, during team initiation on team climate, a critical people-related factor in the management of collective innovation work. Qualitative analysis provides empirical evidence that creative methods benefit team initiation by raising participative confidence, engagement with the social environment as well as the team activities, friendly competition among team members, and by reducing fear of failure and habitual thinking. We also find support that the use of creative methods initiates and supports the development of positive team climate over the span of a team’s life. A quantitative comparison with two control groups using the 14-item team climate inventory (TCI) 13 weeks after the team initiation indicates that the test group has significantly higher values in all dimensions of the TCI than the two control groups. Overall, this examination informs the work of innovation managers and scholars with vital insights about the effectiveness of using creative methods during team initiation

XP customer practices: A grounded theory

The Customer is a critical role in XP, but almost all XP practices are presented for developers by developers. While XP calls for Real Customer Involvement, it does not explain what XP Customers should do, nor how they should do it. Using Grounded Theory, we discovered eight customer practices used by successful XP teams: Customer Boot Camp, Customer’s Apprentice, Customer Pairing, and Programmer’s Holiday support the well-being and effectiveness of customers; Programmer On-site and Road shows support team and organization interactions; and Big Picture Up Front and Re-calibration support Customers steering the whole project. By adopting these processes, XP Customers and teams can work faster and more sustainably

Spartan Daily, May 7, 2019

Volume 152, Issue 41https://scholarworks.sjsu.edu/spartan_daily_2019/1040/thumbnail.jp

Creating New Leaders of Color for the Social Sector

This case study profiles the Annie E. Casey Foundation's support of efforts to create a broader pipeline of up-and-coming leaders of color for the social sector, in cooperation with Management Leadership for Tomorrow (MLT) and New York University's Wagner School of Public Service and Stern School of Business. The document explores how MLT expanded its successful corporate leadership development model and combined it with the graduate schools' joint MBA/MPA dual-degree program to create new opportunities for leaders of color

Boot Camp for Scientists

An innovative week-long program allows first-year students to explore the sciences at Linfield

Creating Pathways to Develop Student Professionalism - A New Direction

The 2007-2008 academic year brought a new program of student employment to our IT department called IT Fellows. This program brings together the technological skills of IT along with soft business skills to assist our student employees in becoming well-rounded individuals fully prepared for life after college. In previous years our primary area of student employment was the Help Desk in which there was a tiered system in place with opportunities for resume and interview experience, raises, and promotions. The area of training needed further development and the move to the new program provided enhanced opportunities for training at all levels of employment. First-year candidates attend a week-long Leadership Academy, followed by a full year of training in four six-week rotations of their choice, after which they interview for year-long assignments as interns. Internship opportunities are provided in all areas of the department as well as some campus departments outside of IT, and provide transcript credit for them to carry forward in their prospective careers. As they progress, some upper-class Fellows become mentors, coaches, managers, and trainers themselves. All Fellows participate in educational seminars throughout the year which address many areas of technology and professionalism. Come journey with us as we explore the new terrain of students as colleagues, and the benefits of expanding time staff as well as student employees

Substance Use Disorder Treatment Confidentiality Boot Camp

[Excerpt]: INTRODUCTION: The Health Law and Policy Programs at UNH School of Law, Institute for Health Policy and Practice, and the NH Citizens Health Initiative have contracted with several of the New Hampshire Building Capacity for Transformation Delivery System Reform Incentive Payment (DSRIP) Integrated Delivery Networks (IDN) to provide technical assistance to the IDNs as they develop confidentiality tools related to substance use disorder services projects. A UNH Team assisted the IDNs by providing an educational summary of federal and state confidentiality requirements, focusing on 42 CFR Part 2, and hosting IDN interdisciplinary teams in three Substance Use Disorder (SUD) Treatment Confidentiality Boot Camp sessions providing technical assistance to assist each IDN partner with their SUD confidentiality project goals. The “boot camp” consisted of several guided meetings with assigned homework to follow, leading to the ultimate development of processes, plans, and draft forms and policies to implement Part 2 confidentiality. The process incorporated learning from the Citizens Health Initiative’s existing New Hampshire Behavioral Health Integration Learning Collaborative. The Project was implemented during half-day working sessions between May 15 – July 30, based upon the availability of IDN interdisciplinary teams and as arranged in collaboration with the IDNs. The IDNs committed to including project leaders with knowledge about and authority to investigate issues regarding projects, patient flow, and privacy. The project teams were multi-disciplinary. IDN participants were encouraged to review issues, forms, and ideas with their individual legal counsel at any point. The technical assistance provided as part of this project is not and does not take the place of legal advice

2011 Annual Report

This fiscal year, we awarded more than $850,000 through 106 grants and other support, bringing our historical total to more than 2,900 grants totaling nearly$19 million. Chicago Foundation for Women supports emerging and established nonprofit organizations throughout metropolitan Chicago and, through our donor advised funds, nationwide. Our funding focuses on three strategies to improve women's and girls' lives: expanding economic security, ensuring freedom from violence, and enhancing access to health services and information