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The use of the word proactive (or pro-active) was limited to the domain of experimental psychology in the 1930s, and used with a different meaning. [3] Oxford English Dictionary (OED) [4] credits Paul Whiteley and Gerald Blankfort, citing their 1933 paper discussing proactive inhibition as the "impairment or retardation of learning or of the remembering of what is learned by effects that ...
Proactivity is about taking responsibility for one's reaction to one's own experiences, taking the initiative to respond positively and improve the situation. Covey postulates, in a discussion of the work of psychiatrist Viktor Frankl, that between stimulus and response lies a person's ability to choose how to react, and that nothing can hurt a person without the person's consent.
If enacted properly, job crafting is a method for employees to improve their quality of life at work in several important ways, as well as make valuable contributions to the workplace. [4] The uniqueness of individual workers makes it exceptionally difficult for organizations to create 'one size fits all' work designs.
Six Thinking Hats was written by Dr. Edward de Bono. "Six Thinking Hats" and the associated idea of parallel thinking provide a means for groups to plan thinking processes in a detailed and cohesive way, and in doing so to think together more effectively.
The book How the Way We Talk Can Change the Way We Work (2001), co-authored by Robert Kegan and Lisa Laskow Lahey, jettisons the theoretical framework of Kegan's earlier books The Evolving Self and In Over Our Heads and instead presents a practical method, called the immunity map, which is intended to help readers overcome an immunity to change ...
Example of a worksheet for structured problem solving and continuous improvement. A3 problem solving is a structured problem-solving and continuous-improvement approach, first employed at Toyota and typically used by lean manufacturing practitioners. [1] It provides a simple and strict procedure that guides problem solving by workers.
Overconfidence effect, a tendency to have excessive confidence in one's own answers to questions. For example, for certain types of questions, answers that people rate as "99% certain" turn out to be wrong 40% of the time. [5] [44] [45] [46] Planning fallacy, the tendency for people to underestimate the time it will take them to complete a ...
Lean thinking is a management framework made up of a philosophy, practices and principles which aim to help practitioners improve efficiency and the quality of work. Lean thinking encourages whole organisation participation. The goal is to organise human activities to deliver more benefits to society and value to individuals while eliminating ...