Biraz film...United

All about; Manchester United...

• 1958 Munich Air Crash
• Robert "Bobby" Charlton
• Busby Babes

http://www.imdb.com/title/tt1777034/

About Bobby Charlton:
http://www.blazepictures.co.uk/2013/02/bobby-charlton-football-icon/

Restore Trust at Work with These 3 Words

We are allies. Three simple words. Yet when spoken by a manager to an employee, these may be three of the most powerful words possible.

Managers pretend that employees have a job for life. Employees pretend that they intend to work for their company for the rest of their careers. But deep down, both parties don’t believe their own words.

You can’t build a trusting relationship on a foundation of dishonesty and self-deception.

The answer is for managers and employees to treat each other as allies: Independent and autonomous players who voluntarily come together to work towards mutually agreed upon goals.

But, really, your journey as a manager will begin the next time you meet one-on-one with an employee and speak the three simple words that show that you’re committed to an open, honest approach: We are allies.

http://blogs.hbr.org/2014/07/restore-trust-at-work-with-these-3-words/

Why Good Managers Are So Rare

If great managers seem scarce, it’s because the talent required to be one is rare. Gallup finds that great managers have the following talents:

• They motivate every single employee to take action and engage them with a compelling mission and vision.
• They have the assertiveness to drive outcomes and the ability to overcome adversity and resistance.
• They create a culture of clear accountability.
• They build relationships that create trust, open dialogue, and full transparency.
• They make decisions that are based on productivity, not politics.

Gallup’s research reveals that about one in ten people possess all these necessary traits. While many people are endowed with some of them, few have the unique combination of talent needed to help a team achieve excellence in a way that significantly improves a company’s performance. These 10%, when put in manager roles, naturally engage team members and customers, retain top performers, and sustain a culture of high productivity.
It’s important to note that another two in 10 exhibit some characteristics of basic managerial talent and can function at a high level if their company invests in coaching and developmental plans for them.

http://blogs.hbr.org/2014/03/why-good-managers-are-so-rare/

Biraz muzik...Selin Atasoy - Öğren Gel

5 Common Questions Leaders Should Never Ask

Questions can be great for engaging and motivating people , but they can just as easily be used to confront or blame, and can shift the mood from positive to negative. “We live in the world our questions create,” says David Cooperrider, a professor at Case Western Reserve University and a pioneer of “Appreciative Inquiry,” which holds that questions focusing on strengths and using positive language are far more useful to organizations than questions with a negative focus.

So what are some specific questions to avoid?

“What’s the problem?” if a company leader asks questions that are focused on problems and weaknesses, then the organization overall will tend to be fixated on that — rather than focusing on strengths and opportunities.

“Whose fault is it?” when leaders ask about fault, they’re often trying to shift blame away from themselves. A better approach would be to ask, How can we work together to shore up any weaknesses?

“Why don’t you do it this way?” it’s truly a leading question — a way of imposing your ways on others.

“Haven’t we tried this already?” Points out that this version of the question comes off as condescending and even defeatist.

In general, a leader should avoid questions “asked in a spirit of advocacy instead of inquiry,”

“Never ask a question if you don’t want an answer.”

http://blogs.hbr.org/2014/07/5-common-questions-leaders-should-never-ask/

Tufek, Mikrop ve Celik

"Anlamak cogu kez sonuclari tekrarlamak amacina degil, o sonuclari degistirmeye calisma amacina hizmet eder."

"7 milyon yil once ortaya cikisimizdan sonraki ilk 5 ya da 6 milyon yil icinde butun insanlik tarihi Afrika sinirlari icinde gecmis bir tarihti....Avrupa'da ilk insan varligina ait kuskuya yer birakmayan ipucu yaklasik yarim milyon yil oncesine aittir.."

"Hindistan bugun dunyada ki nohut uretiminin %80'ini yapmaktadir.Oysa nohutun yabanatasi yalnizca Turkiyenin guneydogusunda bulunur.(MO 8000)"

"Yiyecek uretiminin bagimsiz olarak basladigi bolgeler arasinda hem bitkilerin(MO 8500) hem de hayvanlarin(MO 8000) en erken evcillestirildigi yer Guneybati Asyaydi."

Kahve dunyaya Etopya'da evcillestirildikten sonra yayilmaya baslamistir.

"Bezelye MO 8000 yillarinda, zeytin MO 4000 dolayinda evcillestirildi."

Yeryuzunun Sosyal Fethi

Paul Gauguin'in tablosu; Nereden geliyoruz/Neyiz/Nereye gidiyoruz

"Yaratilis miti kabileyi bir arada tutan temel bagi olusturur.Inananlara biricik bir kimlik saglar,sadakat emreder, duzeni saglamlastirir, ukuk ihsan eder, mert olmayi ve fedakarlik yapmayi tesvik eder ve yasam-olum dengesine bir anlam verirdi."

"Bizler hayvansal icguduler tarafindan yonlendirilen bir akilla yasayan canavarlariz.Biyosferi hic dusunmeden mahvetmemizin ve boylecede kalici bir sekilde var olma umudumuzu yavas yavas yok etmemizin nedeni budur."

"Bir yuva harcanan enerji ve zaman bakimindan ne kadar pahaliya mal olmussa, onu koruyan karincalar da o kadar saldirgandir.Bu fikri gercek sosyal yasamin kokenine de baglayacagim."

"Homo sapiens gercek sosyal dedikleri bircok kusagi bir arada iceren ve bireylerin isbolumu adina bencil olmayan eylemler gerceklestirmeye egilimli oldugu bir topluluk yasantisina sahiptir."

35M yil once-Dar Burunlu maymunlar
6M yil once-Sempanze/Insan ayrim
5M-3M yil once-Australopithecus tur grubu olustu (sempanzelerden gittikce farklilasarak on-insan atalarimiz)
2M-Homo cinsi
0.7M-Homo erectus

"Insan oncesi atalarimizi destaninin vuku buldugu bolge Sahraalti Afrika'dir, insanlik savanlarda dogdu."

"Insanlarin evrimi hem bireysel hem de grup secilimine baglidir."