Presented by: Jillian R Schenck NSDTA 2015, Learning
Presented by: Jillian R Schenck NSDTA 2015, Learning Circle Applying Best Practices as a Supervisor JSchenck, NH DHHS Strength Based Leadership in Action: New Hampshire Department of Health and Human Services Bureau of Human Resources Organization Development and Training Services 1 NSDTA 2015 Learning Circle Topic Tenants of effective supervision include Administrative,
Education and Supportive Functions. Through training and professional growth, you have learned about your strength areas of leadership and about best practices. Taking the next step of transferring and applying those strengths and best practices to everyday practice is another step. Supervising from your strengths, combining leadership principles with demands of supervision is the next layer in your professional development. Discussion will focus on exploring techniques to guide and coach supervisors into apply concepts of effective supervision from a strength based perspective. JSchenck, NH DHHS Strength-Based Leadership in Action: Applying Best Practices as a Supervisor NSDTA 2015, Learning Circle Learning Circle Topic Description 2 1. People are active participants in the helping
process (empowerment) 2. All people have strengths, often untapped or unrecognized 3. Strengths foster motivation for growth 4. Strengths are internal and environmental Source: Saleebey, Dennis. 1992. The Strengths Perspective in Social Work Practice. Longman: White Plains, NY JSchenck, NH DHHS Emerging from the field of social work, it is a set of ideas, assumptions, and techniques: NSDTA 2015, Learning Circle What is a Strengths Based Approach? JSchenck, NH DHHS People who do have the opportunity to focus on their strengths every day are six times as likely to be engaged in their jobs & more than three times as likely to report having an excellent quality of life in general
NSDTA 2015, Learning Circle What the Research Shows 4 May or may not have a title denoting authority Inspire others to follow their lead or do their best Supervisor: an administrative officer in charge of a business, government, or school unit or operation (Webster Dictionary) Typically comes with a formal title Specific job function whereby you monitor and provide feedback and direction on the performance of subordinate employees Good supervising leaders are likely to motivate followers to give their best. Supervisors who have good leadership skills can typically use these skills as their basis of power to influence. JSchenck, NH DHHS Leader: a person who has commanding authority or influence (Webster Dictionary).
NSDTA 2015, Learning Circle Leader, Supervisor, or both? 5 A leader needs to know his strengths as a carpenter knows his tools, or as a physician knows the instruments at her disposal. What great leaders have in common is that each truly knows his or her strengths and can call on the right strength at the right time. This explains why there is no definitive list of characteristics that describes all leaders. -Dr. Clifton, 2003 JSchenck, NH DHHS Researchers led by Dr. Donald O. Clifton conducted more than 20,000 interviews with leaders across most industries & occupations, including former heads of state & other global leaders NSDTA 2015, Learning Circle
So, What Makes a Great Leader? 6 4 domains of leadership strength emerged Executing, Influencing, Relationship Building, & Strategic Thinking Contributions from all 4 domains leads to a strong, cohesive team Although individuals need not be well-rounded, teams should be. NSDTA 2015, Learning Circle The most cohesive & successful teams possessed broad groupings of strengths JSchenck, NH DHHS Gallup Research on Leadership Teams 7
You know how to make things happen. When a solution must be implemented, you will work tirelessly to get it done. You have the ability to catch an idea & make it a reality. Influencing You help your team reach a much broader audience. You sell your teams ideas inside & outside the organization. You take charge & speak up, making sure your group is heard. Relationship Building Strategic Thinking You are the glue that holds a team together. You have the unique ability to create groups
& organizations that are greater than the sum of their parts. You keep the team focused on what could be. You are constantly absorbing & analyzing information & helping the team make better decisions. You continually stretch our thinking for the future. Strengths Based Leadership, T. Rath & B. Conchie, Gallup Press, NY, 2008 JSchenck, NH DHHS Executing NSDTA 2015, Learning Circle The Domains 8 8
People have several times more potential for growth when they invest energy in developing their strengths instead of correcting their deficiencies -Tom Rath Strengths Based Leadership, T. Rath & B. Conchie, Gallup Press, NY, 2008 JSchenck, NH DHHS Know themselves & their strengths, & build on those strengths, with an optimistic outlook on their ability to succeed Can call on their strengths at the right time Build on the strengths of their team members NSDTA 2015, Learning Circle Strengths Based Leaders 9 JSchenck, NH DHHS If you are able to help the people you lead focus on their
strengths, it will dramatically boost engagement levels throughout your organization NSDTA 2015, Learning Circle Engaging Staff 10 Be willing to make changes Set goals with steps Work to utilize your strengths and minimize your counterproductive behaviors! Recognize that Talent x Investment = Strength Across the board, having the opportunity to develop our strengths is more important to our success than our role, our title, or even our pay. Strengths Finder 2.0 NSDTA 2015, Learning Circle Be aware of your strengths and counterproductive behaviors JSchenck, NH DHHS
Share the secret to success: To be more effective, you must: 11 Getting people with the right strengths on your team, Understanding and meeting the four basic needs of those who look to you for leadership. Trust Compassion Stability Hope JSchenck, NH DHHS Knowing your strengths and investing in others' strengths,
NSDTA 2015, Learning Circle Three Keys to Being Effective 12 Looking for what works well and doing more of it is more motivating and effective than looking for what does not work and doing less of it. What we focus on becomes our reality and absorbs our energy. The act of asking questions of an organization or group influences or changes the group in some way. Appreciative Inquiry, A Positive Revolution in Change, Cooperrider, D.L. & Whitney, DBerrettKoehler Publishers, Inc., 2005 NSDTA 2015, Learning Circle In every society, organization, or group, something is working. JSchenck, NH DHHS Appreciative Assumptions
about Organizations & Communities 13 The language we use to describe reality helps to create that reality. People have more confidence and comfort to journey to the future (the unknown) when they carry forward parts of the past (the known). NSDTA 2015, Learning Circle People move toward what they ask about or focus on. JSchenck, NH DHHS More Appreciative Assumptions about Organizations & Communities If we carry parts of the past forward, they should be what is best about the past. 14 Appreciative Inquiry, A Positive Revolution in Change, Cooperrider, D.L. & Whitney, DBerrettKoehler Publishers, Inc., 2005
NSDTA 2015, Learning Circle Appreciative Inquiry focuses us on the positive aspects of our lives and leverages them to correct the negative. Its the opposite of problem-solving. JSchenck, NH DHHS Appreciative Inquiry White, T.H. Working in Interesting Times: Employee morale and business success in the information age. Vital Speeches of the Day, May 15, 1996, Vol XLII, No. 15. 15 JSchenck, NH DHHS Values what is Envisions what might be Engages in dialogue about what should be Develops strategies to bring about
what will be NSDTA 2015, Learning Circle Appreciative Inquiry 16 JSchenck, NH DHHS Strength based Participatory Discover the best in people Assumes every living system has something that works well already People have positive experiences, successes, satisfaction, that can be shared NSDTA 2015, Learning Circle Positive Psychology 17
The Pygmalion Effect A. We cannot behave or act in a manner that is inconsistent with our expectations and beliefs (of others or ourselves). B. Our behaviors and actions toward others influence their expectations, behaviors, and performance either positively or negatively. C. Thus, our expectations will become a selffulfilling prophecy, partly because we will act in a manner that is consistent with that prophecy and cause it to be fulfilled. The Pygmalion Effect, CRMLearning, CA, www.crmlearning.com 18 Changes you make impact others What you ask & how you ask makes all the difference NSDTA 2015, Learning Circle
You can only change you JSchenck, NH DHHS Strength Based Leadership Key Points When we focus on strengths and goals, we are more productive 19 Cultivating Strengths to Create a Positive Work Culture NSDTA 2015, Learning Circle JSchenck, NH DHHS To Practice Applying Strengths Based Qualities ACTIVITIES & DISCUSSION QUESTIONS 20 1. Ask group to break themselves into pairs. 2. Ask group to think of a crisis theyve had at work during the past month.
3. Ask them now to think of one good thing that came out of that crisis or situation. NSDTA 2015, Learning Circle Warm Up Activity JSchenck, NH DHHS Cultivating Supervisory Strengths to Create Positive Work Cultures 4. Share this with your partner. 5. Share back with the group. 21 JSchenck, NH DHHS Ask yourself: 1. Do I know what I do best every day? 2. What do I enjoy most in my day-to-day activities at work? 3. How much time do I spend doing what I enjoy most? 4. What part of my current role energizes me?
5. What were my greatest accomplishments in the past six months? 6. Can I connect my talents to my accomplishments? NSDTA 2015, Learning Circle Working to Your Strengths 22 1.What do I enjoy most in my day-to-day activities at work? JSchenck, NH DHHS Find a partner you dont know well in your realm of work. Sit together and discuss the following questions: NSDTA 2015, Learning Circle Do You Use Your Strengths Now? 2.What part of my current role energizes me?
3.What were my greatest accomplishments in the past six months? 23 Your name Your organization Your email and phone number Space for information! 1. Following discussion & reflection on applying your leadership skills, develop some (1-3) action plans 2. Write your action plans on your notecards JSchenck, NH DHHS Write this on your notecard: NSDTA 2015, Learning Circle
Notecard Prompts 3. Give the card (with your contact information) to your partner 4. Partner Follow-up: Send card to your partner in 1 week Contact them to have a discussion about progress on action plans 24 25 JSchenck, NH DHHS NSDTA 2015, Learning Circle 7.At work, my opinions seem to
count 8.The mission or purpose of my company makes me feel my job is important 9.My fellow employees are committed to doing quality work 10. I have a best friend at work 11. In the last 6 months, someone at work has talked to me about my progress 12. This last year, I have had opportunities at work to learn & grow NSDTA 2015, Learning Circle 1.I know what is expected of me at work 2.I have the materials & equipment I need to do my work right 3.At work, I have the opportunity to
do what I do best every day 4.In the last 7 days, I have received recognition or praise for doing good work 5.My supervisor, or someone at work, seems to care about me as a person 6.There is someone at work who encourages my development JSchenck, NH DHHS Can YOU Strongly Agree with these 12 Statements? 26 2.Are there information flow barriers? 3.Do they have the resources & support they need? 4.Do they feel comfortable asking for help & giving opinions? JSchenck, NH DHHS
Ask these key questions about your employees: 1.Do they understand the priorities in their day-to-day work? NSDTA 2015, Learning Circle Capitalize on Employee Talents/Strengths 5.How can they voice opinions & share ideas across the organization? 6.How can you talk with employees or teams about increasing productivity & efficiencies? 27 What else can you do by next Friday to recognize the strengths of your staff - AND to identify & utilize your own? How might you use a strength to address one of your supervisory challenges? JSchenck, NH DHHS On the job keep stickies with you. When you observe an employee using a strength, write down a
brief description with their name & the date. Use these notes in supervision meetings to provide feedback regarding their strengths. NSDTA 2015, Learning Circle On the Job Ideas 28 Strengths Assessment 1. On your own: Self-assess your strengths & virtues using the Strength Spotting Sheet 2. With a partner: Take turns interviewing each other, using the Interview Questions. Spot Strengths in your partner as they share their story. 5 minutes each interview 29 Cultivating Strengths to Create a Positive Work Culture Strengths Assessment Interview Debrief With your partner discuss:
How did it feel to be listened to? What strengths did your partner spot that were different than what you selfidentified? 30 Cultivating Strengths to Create a Positive Work Culture Reflect, Appreciate, Practice -journal ideas We cultivate our strengths through reflection Where do we get our strengths? How do you communicate your strengths? How do your strengths work in your relationships? The power of telling your story Reflections are intended to enhance, extend or increase the conversation. The task is to capture points and highlights to move the dialogue forward. Conversation creates pathways to creating a positive work culture Were you surprised by the strengths spotted in you by others? Do you see those strengths in yourself? How challenging is it to approach the work that you do with your staff from a strengths based perspective? Cultivating Strengths to Create a Positive Work Culture
31 Planning how to behave, as a Pygmalion-like supervisor, will help ensure success when you try it with employees. With continued practice, this style of management will become more habitual. 1. Select an employee with whom you would like to influence. 2. List as many positive attributes as possible about that employee 3. Select a scenario, project, or other situation where you may be likely to offer input frequently to this employee 4. List types of input you could offer 5. List opportunities for employee output 6. List ways you can establish a supportive climate 7. List types of feedback you could offer The Pygmalion Effect, CRMLearning, CA, www.crmlearning.com NSDTA 2015, Learning Circle Raising Your Expectations of Others JSchenck, NH DHHS The Pygmalion Effect Implementation Worksheet
32 To recognize the ability that you have to become a positive Pygmalion and lead others to fulfill the high expectations youll have of them, it is helpful to expand, open and raise your vision of the influence you can have on others, what you are capable of accomplishing through them, and of what your unique strengths and potential as a leader are. The Pygmalion Effect, CRMLearning, CA, www.crmlearning.com JSchenck, NH DHHS Pygmalion leaders are not cocky, arrogant, or overconfident. They have an appreciation of their limitations and the potential difficulty of some challenges, but they recognize their great ability to handle these challenges and expect that they can successfully work to influence positive outcomes. NSDTA 2015, Learning Circle The Pygmalion Effect Raising Your Self-Expectations 33
Use these questions to reflect on and strengthen your image as a Pygmalion Leader. 1. How do you feel about yourself as a leader? 2. What does it feel like to be one of your subordinates? 3. What level of expectations do you have for yourself? 4. Do you see yourself as being able to apply these Pygmalion principles on a consistent basis? 5. Will you allow yourself to change the way you see your employees? (i.e. have higher expectations) 6. Will you find ways to influence them to fulfill the new expectation vision you have? Why/why not? 7. How do you believe you will perform in your Pygmalion leader role? 8. Answering these questions may have been uncomfortable, may have inspired, or depressed you. Remember, this is a self-assessment. To make a change, it is important to recognize your actual limitations as well as what is just negative thinking (a habit of thinking poorly or overly critically of yourself and your potential- negative Pygmalion and Galatea effects). 9. Now, make a list of all your strengths, unique abilities, expertise, achievements, challenges overcome, and any other qualities that show you have the ability as a supervisor to lead employees to accomplish more (and lead yourself to accomplish more). This list will help reveal your potential and help you change the way you see yourself (positive Pygmalion effect). 10. Keep this list accessible. Add to it as possible. Refer to it when needed to bolster your confidence and recapture the vision of what your potential and capabilities are. NSDTA 2015, Learning Circle
Self-Reflection Worksheet JSchenck, NH DHHS The Pygmalion Effect Raising Your Self-Expectations The Pygmalion Effect, CRMLearning, CA, www.crmlearning.com 34 REFERENCES 35 JSchenck, NH DHHS NSDTA 2015, Learning Circle Strengths Quest, D. Clifton & E. Anderson, Gallup Press, NY, 2001 Strengths Finder 2.0, T. Rath, Gallup Press, NY, 2007 Strengths Based Leadership, T. Rath & B. Conchie, Gallup
Press, NY, 2008 JSchenck, NH DHHS Values in Action (VIA Institute on Character), https://www.viacharacter.org/www/ NSDTA 2015, Learning Circle The Pygmalion Effect, CRMLearning, CA, www.crmlearning.com Growing Leaders, T. Elmore, http://growingleaders.com Appreciative Inquiry, A Positive Revolution in Change, Cooperrider, D.L. & Whitney, DBerrett-Koehler Publishers, Inc., 2005 36 NSDTA 2015, Learning Circle JSchenck, NH DHHS Digging Deeper. . . Additional Information
APPENDIX 37 A philosophy of human organization and change A process for high engagement positive change An evolving set of positive, strength based practices for change in therapy, management, supervision and life JSchenck, NH DHHS The study of what gives life to human enterprise when we are at our best NSDTA 2015, Learning Circle Appreciative Inquiry is. . . 38 Cultivating Strengths to Create a Positive Work Culture
What works well? Why does it works well? How we can extend that success across the organization? JSchenck, NH DHHS A framework for creating an imagined future that builds on the most positive and vital elements of the organization NSDTA 2015, Learning Circle Appreciative Inquiry is 39 Appreciative Inquiry, A Positive Revolution in Change, Cooperrider, D.L. & Whitney, DBerrett-Koehler Publishers, Inc., 2005 Behavior research shows that We behave in ways consistent with our expectations and beliefs. Our behaviors and actions toward others influence their expectations, behaviors, and performance either positively or negatively.
Our expectations become a self-fulfilling prophecy, partly because we will act in a manner that is consistent with that prophecy and cause it to be fulfilled. 40 Human systems grow in the direction of our focus Cultivating Strengths to Create a Positive Work Culture JSchenck, NH DHHS Brain research shows that Happiness leads to creativity, satisfaction Sadness leads to quick action, frustration NSDTA 2015, Learning Circle Why Appreciative Inquiry? 41 JSchenck, NH DHHS
NSDTA 2015, Learning Circle Whats the biggest problem here? + What possibilities exist that we have not thought of yet? + Whats the smallest change that could make the biggest impact? Why do I have to work in such a troubled office? Why do you blow it so often? What got them so upset?
Why do we still have these problems? + What solutions would have us both win? + What can I do to help you succeed? + Wow, how did you pull that off? JSchenck, NH DHHS NSDTA 2015, Learning Circle The Art of the Question -the Flip 42 Cultivating Strengths to Create a Positive Work Culture They determine what we find They create the world as we know it
JSchenck, NH DHHS The questions we ask are fateful NSDTA 2015, Learning Circle Words create Worlds 43 How they feel emotionally and physically The inner dialogue of our organizations (our work groups) JSchenck, NH DHHS What people remember and think about
What people talk about to each other the stories they tell NSDTA 2015, Learning Circle The Questions We Ask Influence 44 Cultivating Strengths to Create a Positive Work Culture A deep understanding of the factors that contribute to individual and organization success A strategy to build on individual and organizational success NSDTA 2015, Learning Circle Recognition and affirmation of the organizations strengths, values and core competencies
JSchenck, NH DHHS Outcomes of an Appreciative Inquiry: 45 (Clifton & Harter, 2003) What are your strengths? Research suggests that using/playing to your strengths less than 50% of the time results in low work satisfaction Low work satisfaction results in lower quality, effectiveness, and work interactions JSchenck, NH DHHS Strength based assessment approaches have been used for over two decades and have linked employee skills, knowledge and talents with outcomes such as better performance and productivity, morale and workplace satisfaction. NSDTA 2015, Learning Circle
Character Strengths How often do you use your strengths in the workplace? The Values In Action (VIA) Survey & Classification of strengths & virtues can bring awareness to your strengths Cultivating Strengths to Create a Positive Work Culture 46 Survey has been taken world wide by over 1.6 million people in 15 languages Strengths are universal, transcending culture Strengths are unique to each person Strengths buffer against the negative effects of stress and trauma JSchenck, NH DHHS Survey developed to measure character strengths NSDTA 2015, Learning Circle Creating a Language of Strengths
47 http://www.viacharacter.org Cultivating Strengths to Create a Positive Work Culture Capacity to Love & Be Loved Kindness Social Intelligence Temperance Forgiveness & mercy Modesty & Humility Prudence Self-Regulation JSchenck, NH DHHS Interpersonal Humanity
Teamwork Fairness Leadership Civics Creativity Curiosity Judgment & Open-mindedness Love of Learning Perspective Justice Connections Protect Against Excess Cognitive
Wisdom & Knowledge NSDTA 2015, Learning Circle VIA Classification of Character Strengths & Virtues Emotional Transcendence Courage Bravery Perseverance Honesty Zest Appreciation of Beauty &
Excellence Gratitude Hope Humor Religiousness & Spirituality Values in Action (VIA Institute on Character), https://www.viacharacter.org/www/ 48 NSDTA 2015, Learning Circle JSchenck, NH DHHS 49 Values in Action (VIA Institute on Character), https://www.viacharacter.org/www/ NSDTA 2015, Learning Circle JSchenck, NH DHHS 50 Values in Action (VIA Institute on Character), https://www.viacharacter.org/www/ Achiever Arranger
Significance Woo Talents, Skills, Knowledge, Interests, Dreams, Hopes, Goals, Creativity, Culture, Passion, Connections Working to My Strengths 1.Do I know what I do best every day? 2.What do I enjoy most in my day-to-day activities at work? 3.How much time do I spend doing what I enjoy most? 4.What part of my current role energizes me? 5.What were my greatest accomplishments in the past six months? 6.Can I connect my talents to my accomplishments?
Analytical Context Futuristic Ideation Input Intellection Learner Strategic Strengths Based Leadership, T. Rath & B. Conchie, Gallup Press, NY, 2008 NSDTA 2015, Learning Circle
What are Strengths? JSchenck, NH DHHS Executing The kind of social and emotional mood we create for others Input The amount of information we give others Output The amount of input we encourage from others Feedback JSchenck, NH DHHS Climate NSDTA 2015, Learning Circle Pygmalion Factors
The information we give others in regards to their performance 52 The Pygmalion Effect, CRMLearning, CA, www.crmlearning.com When we expect more favorable things of people, we create a more positive interpersonal climate for them. -- Dr. Robert Rosenthal Negative Pygmalion (Poor behaviors that communicate low expectations) Being distracted, in a hurry, or otherwise not giving an employee your full attention Verbally criticizing their competence or potential Negative non-verbal cues through voice, face and body posture or movements Positive Pygmalion (Good behaviors that communicate high expectations)
Being verbally supportive and encouraging Providing positive non-verbal cues through tone of voice, eye contact, facial expressions and body posture or movements Helping an employee set challenging goals The Pygmalion Effect, CRMLearning, CA, www.crmlearning.com JSchenck, NH DHHS The kind of social and emotional mood we create for others. NSDTA 2015, Learning Circle Pygmalion Factor #1 Climate 53 We teach more to those from whom we expect more. -- Dr. Robert Rosenthal
Negative Pygmalion (Poor behaviors that communicate low expectations) Not giving an employee sufficient direction, guidance or vital information to complete an assignment Waiting too long to check on progress and provide any needed course correction Providing very limited information without reason - making an employee feel out of the loop Positive Pygmalion (Good behaviors that communicate high expectations) Spending extra time with an employee Providing an employee with ideas to follow up on or additional sources of information to use
Giving enough resources or ideas without usurping ownership or taking over the assignment The Pygmalion Effect, CRMLearning, CA, www.crmlearning.com JSchenck, NH DHHS (The amount of information we give others) NSDTA 2015, Learning Circle Pygmalion Factor #2 Input 54 We give more opportunity to those for whom we have more favorable expectations to express their questions. -- Dr. Robert Rosenthal Negative Pygmalion (Poor behaviors that communicate low expectations) Cutting people off when they are speaking
Not seeking their opinions or insights Limiting the number and scope of their work assignments Positive Pygmalion (Good behaviors that communicate high expectations) Assigning new, varying, multiple or incrementally challenging assignments Providing opportunities (e.g., training, projects) to learn or practice skills Providing exposure to and visibility within other areas or departments (especially upward in the organization) The Pygmalion Effect, CRMLearning, CA, www.crmlearning.com JSchenck, NH DHHS The amount of input we encourage from others. NSDTA 2015, Learning Circle
Pygmalion Factor #3 Output 55 Managers give more positive reinforcement to high-expectation employees. They praise them more for good work and criticize them less for making mistakes. Consequently, their confidence grows. -- Dr. Robert Rosenthal Negative Pygmalion (Poor behaviors that communicate low expectations) Being distracted, in a hurry, or otherwise not giving an employee your full attention Criticizing the person focusing on traits instead of specific behaviors Making negative generalizations defining a person by using negative labels Positive Pygmalion (Good behaviors that communicate high
expectations) Providing helpful suggestions on how an employee might be able to improve their performance Regularly reinforcing desirable behaviors with praise, recognition or rewards that are sincere and specific Reinforcing your belief in their ability to do better and your desire to see them succeed The Pygmalion Effect, CRMLearning, CA, www.crmlearning.com JSchenck, NH DHHS (The information we give others in regards to their performance) NSDTA 2015, Learning Circle Pygmalion Factor #4 Feedback 56 1.
Give them tasks to perform 2. Involve them with successful models 3. Use verbal persuasion NSDTA 2015, Learning Circle (Building employees self-confidence) JSchenck, NH DHHS Creating the Galatea Effect 57 The Pygmalion Effect, CRMLearning, CA, www.crmlearning.com
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