«We need diversity, we need to start at the top, we need a top - to -
bottom change in our culture.»
We need to have a top - to -
bottom change in our culture in the way that we govern.»
Not exact matches
[16:00] Pain + reflection = progress [16:30] Creating a meritocracy to draw the best out of everybody [18:30] How to raise your probability of being right [18:50] Why we are conditioned to need to be right [19:30] The neuroscience factor [19:50] The habitual and environmental factor [20:20] How to get to the other side [21:20] Great collective decision - making [21:50] The 5 things you need to be successful [21:55] Create audacious goals [22:15] Why you need problems [22:25] Diagnose the problems to determine the root causes [22:50] Determine the design for what you will do about the root causes [23:00] Decide to work with people who are strong where you are weak [23:15] Push through to results [23:20] The loop of success [24:15] Ray's new instinctual approach to failure [24:40] Tony's ritual after every event [25:30] The review that
changed Ray's outlook on leadership [27:30] Creating new policies based on fairness and truth [28:00] What people are missing about Ray's
culture [29:30] Creating meaningful work and meaningful relationships [30:15] The importance of radical honesty [30:50] Thoughtful disagreement [32:10] Why it was the relationships that
changed Ray's life [33:10] Ray's biggest weakness and how he overcame it [34:30] The jungle metaphor [36:00] The dot collector — deciding what to listen to [40:15] The wanting of meritocratic decision - making [41:40] How to see bubbles and busts [42:40] Productivity [43:00] Where we are
in the cycle [43:40] What the Fed will do [44:05] We are late
in the long - term debt cycle [44:30] Long - term debt is going to be squeezing us [45:00] We have 2 economies [45:30] This year is very similar to 1937 [46:10] The top tenth of the top 1 % of wealth =
bottom 90 % combined [46:25] How this creates populism [47:00] The economy for the
bottom 60 % isn't growing [48:20] If you look at averages, the country is
in a bind [49:10] What are the overarching principles that bind us together?
Yet
changing the academic
culture in the
bottom 80 percent or more of the academic system is going to be especially difficult.
In contrast, the approach under waivers, dubbed turnaround, was much more focused — applying only to the 5 percent of schools identified as «priority» schools and based on key principles outlined by the Department (see sidebar Turnaround Principles).62 Fewer schools were part of the effort, but in turn, the effort was much more intensive and required significant changes in school operations, culture, leadership, and practice.63 The hope was that a more disruptive and ambitious strategy will yield dramatic results: after three years, these schools would no longer be in the bottom 5 percent, and another group of schools could be identified to undergo turnaroun
In contrast, the approach under waivers, dubbed turnaround, was much more focused — applying only to the 5 percent of schools identified as «priority» schools and based on key principles outlined by the Department (see sidebar Turnaround Principles).62 Fewer schools were part of the effort, but
in turn, the effort was much more intensive and required significant changes in school operations, culture, leadership, and practice.63 The hope was that a more disruptive and ambitious strategy will yield dramatic results: after three years, these schools would no longer be in the bottom 5 percent, and another group of schools could be identified to undergo turnaroun
in turn, the effort was much more intensive and required significant
changes in school operations, culture, leadership, and practice.63 The hope was that a more disruptive and ambitious strategy will yield dramatic results: after three years, these schools would no longer be in the bottom 5 percent, and another group of schools could be identified to undergo turnaroun
in school operations,
culture, leadership, and practice.63 The hope was that a more disruptive and ambitious strategy will yield dramatic results: after three years, these schools would no longer be
in the bottom 5 percent, and another group of schools could be identified to undergo turnaroun
in the
bottom 5 percent, and another group of schools could be identified to undergo turnaround.
This October, the Walker Art Museum will investigate the politically engaged viewpoint that lies at the
bottom of much of Gillick's work
in «9 Artists,» a show considering «the
changing role of the artist
in contemporary
culture.»
Transformational leader specialized
in turn - around assignments and multi site consolidations with relentless tenacity to maintain
bottom - line focus
in changing environments and
cultures.
Stepping back now, we see that the emphasis on short - term
change seemed natural, even inevitable,
in a fast - paced
culture preoccupied with productivity and
bottom - line outcomes.