Culturally On Plan

CEO surveys indicate two-thirds of organizations fail to sustain improvements, likely because behaviors do not change, the methodology reveled in this book succeeds in creating the self-awareness necessary to sustain behavioral (i.e. cultural) changes. Not based on opinions or theories, instead developed through experimentation.Revealed are practical and successful ways to align behaviors that sustain improvements, from an author who has transformed his own business as well as others in 32 countries. "This is a book to be used." D. Hines, NORTHROP GRUMMAN CORPORATION "Whatever your business, manufacturing or service, if you want to do better this is an essential guidebook." T. Quick, Chair, Defence Materials Technology Centre, Australia "This book gives the reader a solid approach to move ahead & I am eager to try some of the ideas with my team." G. Angelov, Director WHIRLPOOL CORPORATION "is a masterful indictment on how a methodical and yet subtle awareness of an individual's culture, and influence this could have on their decision-making, can readily facilitate solid and profitable strategic objective alignment" G.Cole, Director Asia M-I SWACO - A SCHLUMBERGER COMPANY "It jumps the level of changing behaviors." A. Valdez, LA-Z-BOY Corporation Culturally On Plan shares a proven and successful method to lead practical change in achieving strategic objectives. It is based on recognizing patterns in human change (for example, its always the other-guy that must change) and utilizing simple self-awareness techniques to create the desire to undertake pragmatic and proven steps in aligning individual's traits and behaviors to those necessary in achieving the strategic targets. Not only will does this book clearly provide a practical & successful method to lead organizational change, but on a personal level you will also realize pragmatic non-biased ways to explore and improve your own personal traits. (note: the CEO's behavior only affects 2 of 5 categories of personality, therefore the leadership team must change) 3 underlying philosophies help keep the book centered on reality: 1.The other guy syndrome: It's always the other guy's traits that need to change. 2.People don't resist change as much as they resist BEING CHANGED 3.People's mindset (beliefs & values) have a profound influence on their decision-making. This new method in reaching strategic objectives is therefore centered on creating individual awareness of traits and behaviors and letting the various leaders compare those privately or publically to the desired traits (in reaching the objectives) and developing a Cultural Transformation Plan that reaches the level of practical and proven actions that help in changing traits. This awareness comes in the form of various individual self-assessments in the areas of behaviors, traits and decision-making abilities, to name a few. The main steps that have led to success: 1.Properly deploying the strategic objectives 2.Evolving a Cultural Transformation Plan - Assessing the desired traits and behaviors vital in supporting the strategy - Creating awareness of leadership's current traits and behaviors - Identifying opportunities & practical actions to align differences between the desired and current behaviors The book begins by exploring why two-thirds of continuous improvement transformations in the U.S. fail to sustain their results (according to CEO surveys). It then explains how the method can be practically applied resulting in successfully reaching objectives and accomplishing cultural change. Consideration is given to: Intuitive versus Analytic Thinking, Leading without Power, Creating a Learning Organization, and Leading instead of Managing, etc.

The Power of Culture in City Planning focuses on human diversity, strengths, needs, and ways of living together in geographic communities. The book turns attention to the anthropological definition of culture, encouraging planners in both urban and cultural planning to focus on characteristics of humanity in all their variety. It calls for a paradigm shift, re-positioning city planners’ "base maps" to start with a richer understanding of human cultures. Borrup argues for cultural master plans in parallel to transportation, housing, parks, and other specialized plans, while also changing the approach of city comprehensive planning to put people or "users" first rather than land "uses" as does the dominant practice. Cultural plans as currently conceived are not sufficient to help cities keep pace with dizzying impacts of globalization, immigration, and rapidly changing cultural interests. Cultural planners need to up their game, and enriching their own and city planners’ cultural competencies is only one step. Both planning practices have much to learn from one another and already overlap in more ways than most recognize. This book highlights some of the strengths of the lesser-known practice of cultural planning to help forge greater understanding and collaboration between the two practices, empowering city planners with new tools to bring about more equitable communities. This will be an important resource for students, teachers, and practitioners of city and cultural planning, as well as municipal policymakers of all stripes.

Behavioral strategy continues to attract increasing research interest within the broader field of strategic management. Research in behavioral strategy has clear scope for development in tandem with such traditional streams of strategy research that involve economics, markets, resources, and technology. The key roles of psychology, organizational behavior, and behavioral decision making in the theory and practice of strategy have yet to be comprehensively grasped. Given that strategic thinking and strategic decision making are importantly concerned with human cognition, human decisions, and human behavior, it makes eminent sense to bring some balance in the strategy field by complementing the extant emphasis on the "objective" economics-based view with substantive attention to the “subjective” individual-oriented perspective. This calls for more focused inquiries into the role and nature of the individual strategy actors, and their cognitions and behaviors, in the strategy research enterprise. For the purposes of this book series, behavioral strategy would be broadly construed as covering all aspects of the role of the strategy maker in the entire strategy field. The scholarship relating to behavioral strategy is widely believed to be dispersed in diverse literatures. These existing contributions that relate to behavioral strategy within the overall field of strategy has been known and perhaps valued by most scholars all along, but were not adequately appreciated or brought together as a coherent subfield or as a distinct perspective of strategy. This book series on Research in Behavioral Strategy will cover the essential progress made thus far in this admittedly fragmented literature and elaborate upon fruitful streams of scholarship. More importantly, the book series will focus on providing a robust and comprehensive forum for the growing scholarship in behavioral strategy. In particular, the volumes in the series will cover new views of interdisciplinary theoretical frameworks and models (dealing with all behavioral aspects), significant practical problems of strategy formulation, implementation, and evaluation, and emerging areas of inquiry. The series will also include comprehensive empirical studies of selected segments of business, economic, industrial, government, and nonprofit activities with potential for wider application of behavioral strategy. Through the ongoing release of focused topical titles, this book series will seek to disseminate theoretical insights and practical management information that will enable interested professionals to gain a rigorous and comprehensive understanding of the subject of behavioral strategy. Culture and Behavioral Strategy contains contributions by leading scholars in the field of behavioral strategy research. The 10 chapters in volume deal with a number of significant issues relating to the intersection of culture and behavioral strategy, covering topics such as cultural diversity and strategic choice, the cultural intelligence of executives, business model innovation in entrepreneurship, paradoxical frames in culture and behavioral strategy, culture in M&As, network citizenship behavior, and organizational routines. The chapters include empirical as well as conceptual treatments of the selected topics, and collectively present a wide-ranging review of the noteworthy research perspectives on the confluence of culture and behavioral strategy.

A bold, brain-based teaching approach to culturally responsive instruction To close the achievement gap, diverse classrooms need a proven framework for optimizing student engagement. Culturally responsive instruction has shown promise, but many teachers have struggled with its implementation—until now. In this book, Zaretta Hammond draws on cutting-edge neuroscience research to offer an innovative approach for designing and implementing brain-compatible culturally responsive instruction. The book includes: Information on how one’s culture programs the brain to process data and affects learning relationships Ten “key moves” to build students’ learner operating systems and prepare them to become independent learners Prompts for action and valuable self-reflection

We see it all the time: organizations strive to persuade the public to change beliefs or behavior through expensive, expansive media campaigns. Designers painstakingly craft clear, resonant, and culturally sensitive messaging that will motivate people to buy a product, support a cause, vote for a candidate, or take active steps to improve their health. But once these campaigns leave the controlled environments of focus groups, advertising agencies, and stakeholder meetings to circulate, the public interprets and distorts the campaigns in ways their designers never intended or dreamed. In Best Laid Plans, Terence E. McDonnell explains why these attempts at mass persuasion often fail so badly. McDonnell argues that these well-designed campaigns are undergoing “cultural entropy”: the process through which the intended meanings and uses of cultural objects fracture into alternative meanings, new practices, failed interactions, and blatant disregard. Using AIDS media campaigns in Accra, Ghana, as its central case study, the book walks readers through best-practice, evidence-based media campaigns that fall totally flat. Female condoms are turned into bracelets, AIDS posters become home decorations, red ribbons fade into pink under the sun—to name a few failures. These damaging cultural misfires are not random. Rather, McDonnell makes the case that these disruptions are patterned, widespread, and inevitable—indicative of a broader process of cultural entropy.

Excellence in student learning is dependent upon cross-cultural understanding--having a broader view of people and the world than the traditional western-oriented view. This is a vital contextual resource for learning how and why to employ the recommended classroom practices outlined in the three classroom practice volumes. The presentation builds cultural competence. Readers become more observant and open to questioning why certain practices exist in schools. Through the process in this and in additional volumes of the series, readers gain new knowledge, deeper insights, and a way of thinking about schooling that will extend to the classroom and beyond.

Becoming a culturally proficient leader requires the kind of courage, clarity, and insight that can only come from looking inward first. It’s a personal learning journey of will and skill, and if you’re up to the challenge, one that will change how you see your school, your students, and yourself as you build your own cultural competence. Consider this second edition of Culturally Proficient Leadershipyour personal road map for navigating that journey. Each chapter of Culturally Proficient Leadership invites you to put your experiences up front and challenges you to reframe your story based on multiple viewpoints—now, notably, with the addition of new coauthors Delores Lindsey and Eloise Kemp Terrell, who have their own remarkable stories and insight to share. Overall, all four authors will help you answer the critical question “Is what we say what we do?” utilizing the tools of Cultural Proficiency to engage in Reflections and Cultural Interviews to explore what you learn about those who are culturally different from you develop a Cultural Autobiography to provide a picture of the cultural memberships that have influenced who you are as a person use the Cultural Proficiency Continuum to examine your progress as a leader in serving your students and communities prepare an intentional Leadership Plan that summarizes your journey from Cultural Precompetence to Cultural Proficiency The central “inside-out” premise of Cultural Proficiency is that engaging in deep introspection around one’s personal beliefs, values, and behaviors in response to human differences is the first step toward systemic educational reform. We invite you to embark on this journey of self-awareness, of moral courage, and of the life-affirming power of human diversity. “I believe deeply that we cannot solve the challenges of our time unless we solve them together—unless we perfect our union by understanding that we may have different stories, but we hold common hopes; that we may not look the same and may not come from the same place, but we all want to move in the same direction: toward a better future for our children and our grandchildren.” —Barack Obama, Los Angeles Times, 2008