After determining this, the teacher would then be in the best position to design lesson plans and activities that would highlight one to three intelligences of the students, with the objective of increasing receptivity to, retention of, and understanding of the lesson or learning shared. Gardner recognizes that not all 8 intelligences could be incorporated in all classroom lesson plans and activities, but developing strategies combining these intelligences would be more effective than using one kind of teaching strategy addressing only one kind of intelligence (Checkley, 1997:4)
The field of education, particularly educational practice and research, have been revolutionized with the introduction of the Multiple Intelligences Theory, proposed by Howard Gardner through his book, Frames of Mind, published in 1983. The theory posits that "intelligence is a biopsychological potential that could be influenced by experience, culture, and motivational factors" (Visser, 2006:487)
Initiating or managing change. Team-building capability (Akers & Porter, 2004, p
95+) It is difficult to fathom, then, why educators continue to focus on IQ testing and enhancement and ignore EQ. The "Mozart effect," the increase in intellectual; ability after listening to the composer's work, was even cited by the governor of Georgia to support a 1998 budget request of enough money to give a cassette or CD of classical music to every child born in the state (Casse 1998, p
As long ago as 1967, pioneered the concept of intelligence as a multifaceted construct. His Structure of Intellect Model included one hundred and twenty different types of intelligence; although none were specifically about EI, the model "could support the inclusion of what subsequent writers propose as a new type of intelligence -- the ability to process affective information"(Pfeiffer 2004 p
"Studies with twins have shown us that our satisfaction on the job may be at least 30% attributable to genetic factors. This finding is intriguing because it seems to be related to 'intrinsic job satisfaction' -- questions of challenge or achievement -- rather than 'extrinsic' factors such as work conditions or supervision" (Segal 1999, p
Examples include Jill Barad, who resigned from Mattel with $50 million after 37 months. In addition, there are "the intangible costs of a tarnished organizational image, interrupted patterns of revenue and income, and the invisible yet deleterious effects upon the motivation and morale of key people" (Swiercz & Ezzedeen 2004 p
42). In 2011, the United States Africa Command outlined its primary national military objectives for the region, highlighting the need to cooperate with its African partners in order to disrupt the various transnational terrorist and criminal groups working in the region (Ham, 2011, p
Intelligence The first step in identifying and updating the intelligence requirements that must be answered in order for operational personnel to refine a Noncombat Evacuation Plan (NEO) for a future contingency in the Democratic Republic of Congo is contextualizing this plan according to the desired objectives, the means to achieve these objectives, and the hierarchical structure of both ends and means that will characterize the actual planning and execution of any possible noncombat evacuation operation. While every evaluation of a preexisting noncombatant evacuation plan using the Strategies-to-Task (STT) paradigm likely need not consider the entire chain of command when addressing the need for updated intelligence, for the purposes of this exercise, it is useful to start at the top, if only to highlight the top-down nature of the STT approach, the complexities involved in a plan such as this, and why "a strategies-to-task framework is ideal for identifying the complete range" of necessary information contained within a noncombatant evacuation plan (Rhodes, Hagen, & Westergren, 2007, p
[…] it can help expose systems and functions necessary for executing missions, and it links them hierarchically to national objectives. (Thaler, 1993, p
However, I realized that to do this would compromise the results of the Inventory itself, since I am supposed to be taking the test rather than analyzing it. After completing the inventory, the results showed the following scores per section/intelligence category: Naturalist Musical Section III- Logical Existential Section V -- Interpersonal Section VI -- Kinesthetic Section VII -- Verbal Section VIII -- Intrapersonal Section IX -- Visual The results showed that my strength lies in my intrapersonal intelligence, which, according to the theory's proponent Howard Gardner, is the "ability to understand and to have an effective working model of oneself… awareness of one's own desires, fears, and abilities, and also using this information to make sound life decisions" (Visser, 2006:490)
Leading theorists in transformational leadership contend there is a correlation between the ability to motivate and creative intelligence (Boyatzis, 24). In fact leadership traits of transformational leaders indicate they have the ability to move between transactional and transformational leadership approaches depending on the specific situational requirements in their organizations (Baum, et
¶ … Creative Intelligence and their Influence on Organizational Decision Making Creative intelligence has a significant and lasting impact on decision making in organizations. Leading theorists in transformational leadership contend there is a correlation between the ability to motivate and creative intelligence (Boyatzis, 24)
Google is an example of a corporate culture that has a very high degree of innovativeness. The company has instituted since its founding the Rule of 20% which states that any engineer or developer can spend 20% of their time on projects of interest to them (Gawer, Cusumano,28)
al). In organizations that resist change and rely on the assumption or knowledge base of the company in making decisions, intuition dominates the decision making process (Rowe)
An interesting study on empowerment shows that the benefits of empowerment are most effective for employees with low levels of industry knowledge and experience, perhaps encouraging them to take more ownership. Contrary to what might be expected, experienced and knowledgeable employees stand little to benefit from empowerment programs -- perhaps they already feel empowered (Ahearne, Mathieu & Rapp, 2005)
Senior management, if it wants to empower the workforce, has to let go of the process a little bit -- if there is fear of empowered employees the process will not flow naturally and will ultimately never really get off the ground, especially where there has not been a culture of empowerment before. One of the keys to empowerment is that the organization needs to reduce structural distance, because that distance emphasizes a lack of empowerment, so again one of the biggest challenges is with the existing leadership being willing to let go of power in order that employees might take on bigger roles (Avolio, et al
There are several different questions that arise with the issue of empowerment. First, it has to be approached the right way -- it is sometimes implemented in a top down fashion, which of course is antithetical to fostering strong leadership capabilities with from within -- leadership cannot be handed to people (Quinn & Spreitzer, 1997)
The International Atomic Energy Agency (IAEA) has lobbied several sanctions against Iran in an effort to get the country to comply with requirements put in place by the United Nations (UN). In December 2006, the Security Council of the UN imposed Resolution 1737 on Iran, but simply ignored this action and did not abandon its nuclear program (Berman, 2007)
Without the ability for analysts to ask questions of each other and provide feedback for each other, the flow of information can be limited. In the end, it is possible to have an intelligence report that appears to have accurate information, but is not as effective as it could be because the decision-maker does not know for certain if the information source was good, or the method the analyst used to draw a particular conclusion (Clark)