The concept of planes is over my head.
Sunday, May 27, 2007
Saturday, May 26, 2007
Can you tell if the clock in this picture is hungry?
Can you name any two it this picture?
When a clock is hungry, it goes back four seconds.
Friday, May 25, 2007
Thursday, May 24, 2007
Sutton Reunion 2005
What is in the binders?
Did you know that A boiled egg in the morning is hard to beat?
Tuesday, May 22, 2007
Monday, May 21, 2007
Sunday, May 20, 2007
The nibble theory and the kernel of power: A book about leadership, self-empowerment and personal growth
In this unit, you will learn about types of power and how these and types of influence strategies can be effectively used by leaders. Leaders use power in a number of important ways. Leaders can be in a position of formal power in organizations and can use a number of sources of legitimate power to their advantage, or, if not in a formal power position, they can use a variety of influence techniques to persuade others. Influence tactics can take a number of different forms. Leaders can use impression management (Yukl, 2006) to influence followers and political tactics. They can also use proactive influence techniques, such as:
Rational persuasion.
Inspirational appeals.
Personal appeals.
Collaboration.
Pressure.
Some forms of power and influence are natural and part of our daily lives in organizations. Others can take the form of threat, pressure, and dishonesty. While most leaders use highly effective forms of influence, we also see many examples of power being misused in organizations.
Nibble Theory
Our images of power are shaped from personal and organizational experiences. The late Kaleel Jamison, an organizational development consultant who specialized in diversity issues, wrote a simple but profound book titled The Nibble Theory and the Kernel of Power . The book is the size of a child's picture book and has many illustrations. The first thing Jamison requests is that we let a circle stand for a person. She goes on to write:
We all live in groups, all kinds of groups: families, schools, offices, factories, clubs, and social circles. And within all of these groups we each occupy a position and have influence in relation to the other members of the group.
Some circles are big circles—leaders, movers, shakers, initiators, and independent thinkers.
Some are smaller circles—second in command, responders, reactors, a little less powerful. Some are small circles indeed—retiring, followers, hesitators, and even shy non-contributors.
Everybody could be big—theoretically. But some choose to be small. Some would like to be bigger—but don't know how. Some never think of themselves as able to be bigger. Some would like to be bigger but get themselves all bent out of shape trying—and never get bigger, just all out of shape.
But everybody wants to grow. [Even as adults] we still want to grow—in knowledge, and power, and importance in the human groups we belong to. It's not always true that bigger is better, but in this case growing bigger is better. How we grow is the thing. Many people go about it all wrong. (pp. 5–8)
When two circles meet they size each other up and learn very quickly who is big and who is small. According to Jamison, either the small circle becomes bigger or the nibbling begins.
Nibbling happens when we understand power to be a finite resource like oil, water, or money. When we understand power in this way, we scramble for the scarce resource by reasoning that in order to gain more power, we need to reduce someone else's. So we nibble.
Nibbles can be overt or covert. The way we most effectively nibble—whether we think we are a small circle nibbling at a bigger one or a big one nibbling at a smaller one—is the language we use, which is overt. Language that nibbles is negative rather than supportive. Covert nibbles include giving people the silent treatment or not sharing information.
Not only can we nibble at others, we can nibble at ourselves. We nibble at ourselves because we want to fit in, because we want people to like us, and for a host of other reasons. What may be endangered is our self, who we truly are, because our nibbling away at ourselves is diminishing who we could be. As leaders, we need to learn about:
Our own power.
Types of power.
The power of others.
Not to nibble.
Not nibbling and not allowing others to nibble are great steps toward being a power-filled leader, to say nothing of a compassionate and very effective one.
Reference
Jamison, K. (1984). The nibble theory and the kernel of power: A book about leadership, self-empowerment and personal growth. New York : Paulist Press.
Rational persuasion.
Inspirational appeals.
Personal appeals.
Collaboration.
Pressure.
Some forms of power and influence are natural and part of our daily lives in organizations. Others can take the form of threat, pressure, and dishonesty. While most leaders use highly effective forms of influence, we also see many examples of power being misused in organizations.
Nibble Theory
Our images of power are shaped from personal and organizational experiences. The late Kaleel Jamison, an organizational development consultant who specialized in diversity issues, wrote a simple but profound book titled The Nibble Theory and the Kernel of Power . The book is the size of a child's picture book and has many illustrations. The first thing Jamison requests is that we let a circle stand for a person. She goes on to write:
We all live in groups, all kinds of groups: families, schools, offices, factories, clubs, and social circles. And within all of these groups we each occupy a position and have influence in relation to the other members of the group.
Some circles are big circles—leaders, movers, shakers, initiators, and independent thinkers.
Some are smaller circles—second in command, responders, reactors, a little less powerful. Some are small circles indeed—retiring, followers, hesitators, and even shy non-contributors.
Everybody could be big—theoretically. But some choose to be small. Some would like to be bigger—but don't know how. Some never think of themselves as able to be bigger. Some would like to be bigger but get themselves all bent out of shape trying—and never get bigger, just all out of shape.
But everybody wants to grow. [Even as adults] we still want to grow—in knowledge, and power, and importance in the human groups we belong to. It's not always true that bigger is better, but in this case growing bigger is better. How we grow is the thing. Many people go about it all wrong. (pp. 5–8)
When two circles meet they size each other up and learn very quickly who is big and who is small. According to Jamison, either the small circle becomes bigger or the nibbling begins.
Nibbling happens when we understand power to be a finite resource like oil, water, or money. When we understand power in this way, we scramble for the scarce resource by reasoning that in order to gain more power, we need to reduce someone else's. So we nibble.
Nibbles can be overt or covert. The way we most effectively nibble—whether we think we are a small circle nibbling at a bigger one or a big one nibbling at a smaller one—is the language we use, which is overt. Language that nibbles is negative rather than supportive. Covert nibbles include giving people the silent treatment or not sharing information.
Not only can we nibble at others, we can nibble at ourselves. We nibble at ourselves because we want to fit in, because we want people to like us, and for a host of other reasons. What may be endangered is our self, who we truly are, because our nibbling away at ourselves is diminishing who we could be. As leaders, we need to learn about:
Our own power.
Types of power.
The power of others.
Not to nibble.
Not nibbling and not allowing others to nibble are great steps toward being a power-filled leader, to say nothing of a compassionate and very effective one.
Reference
Jamison, K. (1984). The nibble theory and the kernel of power: A book about leadership, self-empowerment and personal growth. New York : Paulist Press.
Friday, May 18, 2007
Have you ever wondered...
... what would happen if people were read their responsibilities instead of their rights?
... what would happen if every citizen older than 10 volunteered one hour a week in a local charity?
... what would happen if every citizen older than 10 volunteered one hour a week in a local charity?
Freedom is...
...choosing what shirt to wear to work today.
...doing your own root cause analysis and taking action.
... reading a book and not fearing punishment.
... writing without fear of punishment.
... choosing how your daughter will learn history.
...doing your own root cause analysis and taking action.
... reading a book and not fearing punishment.
... writing without fear of punishment.
... choosing how your daughter will learn history.
Talking
Did you know that Benjamin Disraeli 1804-1881 British Statesman, Prime Minister said "Change is inevitable. Change is constant."?I do know there used to be a Sutton Kansas?
Need to be more successful?
You can really clean up at the Sutton Reunion!
When you tell your friends what you did be a little vague...
What is she thinking?
What is she thinking?
If that is too hard...
What is she hearing?
If you want a still easier one...
What is her best friend's name?
Still stumped? What is her name?
Where is/was Sutton Kansas
The Left picture is where Sutton, Ks is/ was and the lower picture is a close-up. I don'tknow if this town is still around. How far from the reunion site is it? Could we visit? Has anyone been there? Was the town mining, cattle or founded on another industry?
Tuesday, May 15, 2007
Buffaloed?
Names of all three?
Which reunion year?
Look at the picture closeley youll find thre are 3 people.
Did you see that big buffalo horn its humungus. Right?
Freedom is the Key. "Paddle Freely"
“Paddle Freely” is a memory aid to remember the key reasons why government involvement should be avoided when possible. To regain or defend freedom, citizens must perform 2 key tasks—reject political solutions and implement civil solutions.
Power corrupts. Lord Acton said, “Power corrupts and absolute power corrupts absolutely.” Each time we turn to government at any level we transfer power from our family to a government agency and the administrators elected run that agency. As more power is concentrated in the government, more corruption results.
America, 200 years ago, was set upon a balance of power. Severe limitations were placed on the federal government in favor of states and citizens, which is critical to the successful operation of the legislative, judicial and administrative balance. Putting too much on the federal balance will distroy it because the force of corruption grows exponetually.
Leaner government is cleaner government. If there is a way to do something civilly rather that politically families should make every effort to implement the civil solution. Freedom depends on it.
As Close to the situation as possible. Abbreviated ACTSAP, this principal rests on the unique knowledge families close to a situation have that no one else can have. State and national legislators cannot possibly know the level of detail county legislators do. By the same logic, the county legislature cannot have the same level of knowledge of a situation as the families living on the street where the solution is needed. Additionally the same successful solution in one neighborhood may get poor results only a few miles away. Business has recognized this and pushed decision making back down to the lowest level possible.
Diversity As we turn from community to government at any level we stifle the diverse range of creative solutions developed by families working together freely. No government program can match the creativity and dynamics of communities working together to solve problems civilly rather that politically.
Love. Political programs by their nature are impersonal and lack the most important ingredient for helping people. The citizens who pay the wages of government social workers would go to jail if they did not pay their taxes—hardly a “charity” system based on love and caring. A better solution is to lend our neighbors a warm hand before our neighbors need to reach out to the government.
Education. Many governments around the world have “free” government schools. This is another piece of the balance of power set into America 200 years ago—there were very few. President Lincoln said, “As the youth are educated, so goes the nation.” Who should be in charge of the nation--voters or Politicians? If politicians run the schools, then politicians run the country.
Freely. Land of the free seems sort of lame when the American government collects average taxes of 50%, runs 88% of the K-12 schools, the military, a huge public assistance network, takes 14% from each American’s earnings for retirement benefits, owns most roads, airports, and 30% of the land. Any government that controls more that 15% of a citizen’s funds is doing too much and the citizens are doing to little. This last word reminds us that freedom is the goal.
Sunday, May 13, 2007
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