Sentences with phrase «how culture changes»

An online dating profile suggestions part of archaeology is the examination of how cultures change over time.

Not exact matches

«As connectivity - enabling technology and virtual workplaces change how people interact, leaders must engage employees across cultures and business roles through new mediums.»

But how do you change culture?

As to how we can change a deeply embedded corporate culture that's mistake - averse, the answers aren't simple.

«It's about how do you leverage the diversity you bring into your company for the benefit of your products, for your work force, for your culture,» she told Inc.'s Salvador Rodriguez onstage at the Change Catalyst's Tech Inclusion conference in October.

He showed us how the agency's Montreal headquarters supports its ever - changing culture.

The presentation reflects how HubSpot's reacted and built a culture around some key changes in the work world:

But he adds lifers have an advantage in their institutional knowledge «If it's a great culture you know how to perpetuate it; if it's got problems, you know what thinks need to change.»

Leaders must know when and how to build each into the company's culture and operations, shifting as the business grows and changes.

... We wanted to do this with the full confidence that nothing would really change at OST as far as how we approach our employees and our employees - and - families - first culture, as well as how we made day - to - day or even strategic decisions at OST.

Uber needs a deal - maker who can take them into the connected car future without too many dings and dents, but they also need someone who is willing to force a change in the culture at a company that has been way too cavalier in how they form best practices.

Damon Brown is the author of the upcoming Porn & Pong: How Grand Theft Auto, Tomb Raider, and Other Sexy Games Changed Our Culture, available in October.

So changing either how we utilize it or modifying the culture so we're not as dependent on it would be useful to me.

Yes, America probably needs a culture change regarding pain medicine, but we have to be careful how we frame that challenge.

What's your view on how Silicon Valley culture of has changed over the past few years given the drama surrounding Uber?

Before making a leap to a new company, figure out the workplace culture to know how best to have influence as a leader of change.

In a 1 - on - 1 interview, Vice President Biden sits down with Dr. David Agus to talk about the progress made through the Cancer Moonshot and the strategy for the work ahead, including how we must change the culture in the fight to end cancer.

How can executives drive innovation, create winning corporate cultures, and navigate all the changes that come with a fast - paced consumer and tech - driven world?

[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 togethHow 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 togethHow 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 togethhow 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 togethHow 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 togethHow 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?

But the Malaysia mess does raise questions about the depth of these reforms — and serves as a reminder about how hard it is to change a bank's culture.

[05:50] Do it for passion, not for money [06:10] The importance of innovation and marketing [06:30] Start with a mission and finding how to add value [06:50] Joe Gebbia's trajectory over a decade [07:10] Culture is the ultimate element to building your brand [07:40] Namale Resort [08:00] Finding a way to do more for others than anyone else [08:45] The beauty of competition [09:15] Don't just advertise, become the expert [09:25] Value - added marketing [09:40] It takes 16 impressions to inspire buying behavior [10:10] Do something where marketing isn't marketing [10:30] The 17 - year old kid in real estate [11:35] Find a way to stand out from the crowd — the trash strike example [14:10] Authenticity plays a critical role [16:00] Building reciprocity with your customers [17:00] Double the value you add [17:20] Bringing innovation and marketing to the forefront [18:35] Innovation can mean raising your price [18:55] What innovation really means [19:25] Changing the way something is perceived [20:55] The man who was copying Tony constantly [22:00] Does change happen in a second?

This case can be used to teach how branding can be used as a tool for spearheading culture change — not to exercise influence without authority — and how businesspeople can effectively work with a design firm.

Interestingly, though, Myerson's ridiculous assertion in a roundabout way shows how you change culture... In this case, Nadella effectively shunted Windows to its own division with all of the company's other non-strategic assets, leaving Myerson and team to come to yesterday's decision on their own.

With very little variation, Mr. Munger would often say that he had no idea how he could change something, whether that thing was a government agency, a business culture, or the United States health care system.

Join this timely conversation with Michelle Kim to learn how to supercharge your managers to be agents of change in creating and sustaining inclusive culture.

«My mother passed on to me a respect for people, culture and the earth — and it's fascinating for me how the world is seriously changing.

In a culture in which change is a constant, churches must consider how they can transform themselves to meet their missions.

But what critics who point to these reasons for the loss of certainty seem too often to forget is that the Church is never only a function of a culture nor ever only a supercultural community; that the problem of its ministers is always how to remain faithful servants of the Church in the midst of cultural change and yet to change culturally so as to be true to the Church's purpose in new situations.

Has anyone cosidered how doctrine changes from culture to culture which may cause the appearance of racial segregation?

These are difficult days for many of us as we figure out how to follow Jesus or be faithful while the culture is changing and church is shifting and politics is enraging and the world seems on fire.

Less, what if instead of thinking about our next vocational, world changing, culture making move — what if you and I took a serious inventory of how the people around us are affected by our lives.

«The question is how do you embed values in the culture of companies in a way that would change behaviors?»

God has chosen His resurrection people to be change agents in their culture; to proclaim this coming Kingdom through how they live, relate and work.

We need a conceptuality that shows how deeply human beings are shaped by culture and how much they change as their cultures change.

More Than Faithful Presence Charles Colson Hunter and I Agree on Culture Making (He Just Doesn't Seem To Know It) Andy Crouch Faithful Presence Is Not Quietism James Davison Hunter Two other resources are worth considering: Ken Myers interview with James Davison Hunter Mars Hill Audio (Volume 101)» How Not to Change the World» Andy Crouch Books & Culture (May / June 2010)

The printing press indeed changed the culture «s perception of how to deal with religious experience.

Historian Philip Jenkins in Hidden Gospels: How the Search for Jesus Lost Its Way has gone so far as to assert that the alternative gospels tell us less about the beginnings of Christianity than about «the interest groups who seek to use them today; about the mass media, and how religion is packaged as popular culture; and... more generally, about the changing directions of contemporary American religion.&raqHow the Search for Jesus Lost Its Way has gone so far as to assert that the alternative gospels tell us less about the beginnings of Christianity than about «the interest groups who seek to use them today; about the mass media, and how religion is packaged as popular culture; and... more generally, about the changing directions of contemporary American religion.&raqhow religion is packaged as popular culture; and... more generally, about the changing directions of contemporary American religion.»

I want here to sketch out how this growing concern might be deepened and, especially, how Jews and Christians — the biblical people of God — can contribute to its deepening and its potential for beneficent change in academic culture.

There is a clear recognition of the possibility of a critique of modernity together with an intelligent assessment of how the culture of modernity interacts with the community of the Church which can itself be analysed in terms of its own changes of culture.

(27) Having established some degree of critical distance from the assumed language and values of the culture, how do we develop a poetic and corporate language that can break the rim of normative consciousness and revitalize the religious imagination as a source of energy for social change?

Sociologists also deal with such topics as the components of culture, i.e., beliefs, values, language, and norms; cultural dynamics; cultural integration; cultural change; ideal culture, what people profess to follow, and real culture, how people actually behave in relation to these claims; ethnocentrism, the proclivity to see one's culture as the best and consequently all others as inferior; and cultural relativity.

I have seen with increasing sadness how many are not content with merely adapting the language of the gospel to our culture, but seek to change the very message itself and trim it to fit in with society's prevailing norms and appetites.

«My mission is to make hemp such a common occurence that our kids will grow up listening to us gripe about how the kids don't respect the changes we made, while they roll their eyes, storm out of the house in their hemp jeans, stealing the keys to the bio-fueled car, blaring tunes while they munch on a hemp powerbar, on their way to the cafe to meet with their friends to smoke a joint, have a coffee and listen to «real, up - and - coming culture jammers, not like the ones our friggin» parents» claim to be.»

«Some of our competitors would really have to really set their minds to change their cultures, [including] how they approach the business from a customer standpoint.»

«Clean label» has been a rallying cry for years, but in the Instagram age — where trends and preferences change more quickly than ever — it's difficult to pin down exactly how location, culture, age and other factors are shaping the clean label movement and creating unique challenges and opportunities.

Also, can you imagine how awful a culture would exist when a coach only Thibs just doesn't play the new guys or change his tactics and they are still on a 45 - 50 win pace?

Topic 1: We have suck ups that Garrett is using Witten as his shining example of how they need to change their nature to match the culture.

I can only hope that this attempt is taken more seriously than the largely muted and clearly unsuccessful protests of late last season... although the plane writing escapade brought some much - needed attention to the matter, it failed to resonate with fence - sitters and those who had just recently fell off the Wenger truck... without a big enough showing of support the whole endeavor appeared relatively weak and poorly organized, especially to the major media outlets, whose involvement could have significantly changed what was to follow... but I get it, few wanted to turn on their club, let alone make a public display of their discord... problem is, they are preying on that vulnerability, in fact, their counting on you to keep your thoughts to yourself... who are you to tell these fat cats how to steal your money... they have worked long and hard to pull the wool over your eyes... they even went so far as to pay enormous sums of cash to your once beloved professor to be their corporate spokesmodel so that the whole thing would be more palatable... eventually the club made it appear as if this was simply a relatively small fringe group of highly radicalized supporters, which allowed the pro-Wenger element inside the club hierarchy to claim victory following the FA Cup win... unfortunately what has happened to this club can't be solved by FA Cups or a few players coming in, the very culture of this club needs to be changed and that starts at the top... in order to change the unhealthy and dysfunctional narrative that has absorbed this club we need to remove everyone who presently occupies a position of power... only then can we get back to the business of playing championship caliber football, which should always be the number one priority of this organization... on an important side note, one of the most devastating mistakes made in the final days of this hectic and poorly planned transfer window didn't have to do with the big name players like Sanchez or Lemar, but the fact that they failed to secure Jadon Sancho, who might even start for Dortmund this season... I think they might seriously regret this oversight... instead of spending so much time, energy and manpower pretending that they were desperately trying to make big moves, they once again lost the plot due to their all too familiar tunnel vision

Time for some brutal honesty... this team, as it stands, is in no better position to compete next season than they were 12 months ago, minus the fact that some fans have been easily snowed by the acquisition of Lacazette, the free transfer LB and the release of Sanogo... if you look at the facts carefully you will see a team that still has far more questions than answers... to better show what I mean by this statement I will briefly discuss the current state of affairs on a position - by - position basis... in goal we have 4 potential candidates, but in reality we have only 1 option with any real future and somehow he's the only one we have actively tried to get rid of for years because he and his father were a little too involved on social media and he got caught smoking (funny how people still defend Wiltshire under the same and far worse circumstances)... you would think we would want to keep any goaltender that Juventus had interest in, as they seem to have a pretty good history when it comes to that position... as far as the defenders on our current roster there are only a few individuals whom have the skill and / or youth worthy of our time and / or investment, as such we should get rid of anyone who doesn't meet those simple requirements, which means we should get rid of DeBouchy, Gibbs, Gabriel, Mertz and loan out Chambers to see if last seasons foray with Middlesborough was an anomaly or a prediction of things to come... some fans have lamented wildly about the return of Mertz to the starting lineup due to his FA Cup performance but these sort of pie in the sky meanderings are indicative of what's wrong with this club and it's wishy - washy fan - base... in addition to these moves the club should aggressively pursue the acquisition of dominant and mobile CB to stabilize an all too fragile defensive group that has self - destructed on numerous occasions over the past 5 seasons... moving forward and building on our need to re-establish our once dominant presence throughout the middle of the park we need to target a CDM then do whatever it takes to get that player into the fold without any of the usual nickel and diming we have become famous for (this kind of ruthless haggling has cost us numerous special players and certainly can't help make the player in question feel good about the way their future potential employer feels about them)... in order for us to become dominant again we need to be strong up the middle again from Goalkeeper to CB to DM to ACM to striker, like we did in our most glorious years before and during Wenger's reign... with this in mind, if we want Ozil to be that dominant attacking midfielder we can't keep leaving him exposed to constant ridicule about his lack of defensive prowess and provide him with the proper players in the final third... he was never a good defensive player in Real or with the German National squad and they certainly didn't suffer as a result of his presence on the pitch... as for the rest of the midfield the blame falls squarely in the hands of Wenger and Gazidis, the fact that Ramsey, Ox, Sanchez and even Ozil were allowed to regularly start when none of the aforementioned had more than a year left under contract is criminal for a club of this size and financial might... the fact that we could find money for Walcott and Xhaka, who weren't even guaranteed starters, means that our whole business model needs a complete overhaul... for me it's time to get rid of some serious deadweight, even if it means selling them below what you believe their market value is just to simply right this ship and change the stagnant culture that currently exists... this means saying goodbye to Wiltshire, Elneny, Carzola, Walcott and Ramsey... everyone, minus Elneny, have spent just as much time on the training table as on the field of play, which would be manageable if they weren't so inconsistent from a performance standpoint (excluding Carzola, who is like the recent version of Rosicky — too bad, both will be deeply missed)... in their places we need to bring in some proven performers with no history of injuries... up front, although I do like the possibilities that a player like Lacazette presents, the fact that we had to wait so many years to acquire some true quality at the striker position falls once again squarely at the feet of Wenger... this issue highlights the ultimate scam being perpetrated by this club since the arrival of Kroenke: pretend your a small market club when it comes to making purchases but milk your fans like a big market club when it comes to ticket prices and merchandising... I believe the reason why Wenger hasn't pursued someone of Henry's quality, minus a fairly inexpensive RVP, was that he knew that they would demand players of a similar ilk to be brought on board and that wasn't possible when the business model was that of a «selling» club... does it really make sense that we could only make a cheeky bid for Suarez, or that we couldn't get Higuain over the line when he was being offered up for half the price he eventually went to Juve for, or that we've only paid any interest to strikers who were clearly not going to press their current teams to let them go to Arsenal like Benzema or Cavani... just part of the facade that finally came crashing down when Sanchez finally called their bluff... the fact remains that no one wants to win more than Sanchez, including Wenger, and although I don't agree with everything that he has done off the field, I would much rather have Alexis front and center than a manager who has clearly bought into the Kroenke model in large part due to the fact that his enormous ego suggests that only he could accomplish great things without breaking the bank... unfortunately that isn't possible anymore as the game has changed quite dramatically in the last 15 years, which has left a largely complacent and complicit Wenger on the outside looking in... so don't blame those players who demanded more and were left wanting... don't blame those fans who have tried desperately to raise awareness for several years when cracks began to appear... place the blame at the feet of those who were well aware all along of the potential pitfalls of just such a plan but continued to follow it even when it was no longer a financial necessity, like it ever really was...

I reflect upon my fanhood, my life - changing decisions to move, and how Shohei Ohtani has seemingly changed the culture at Angel Stadium.