Congratulations!! Very inspiring testimony of life story. Best wishes and blessings to achieve more in coming years. God be the glory in all your success 🙏👍
Congratulations!!! on receiving the 2024 Outstanding Educator Award! This is a remarkable achievement and a testament to your dedication, passion, and hard work in the field of education. Your commitment to nurturing young minds and fostering a love for learning is truly inspiring. The impact you’ve made on your students’ lives is immeasurable, and this award is a well-deserved recognition of your excellence. Keep shining and making a difference! To Arul and Nirmala, congratulations on raising such a wonderful and accomplished daughter. Aneetha’s success is a reflection of your support and encouragement throughout her journey. You must be incredibly proud.
Fantastic professor! Always brings great energy to the class. I genuinely appreciate having a teacher who can liven-up a communications course. Thanks Jim!!
So, 2/3 through, I've been told to find "my" personal management style. Then presented with 4 management styles that exist, and told each one of them is inappropriate in many situations. So, in reality, everyone's management style will need to be flexible depending on the situation. Got it. Thanks
As a high level introduction it could be fine. Otherwise, the presentation feels encyclopedic, abstract, status quo and self-justifies the whole message as if the conflict is the goal. In other words, you think you are now "competent" with it and you look forward to any opportunity you could use to showcase your skills. BTW, there is Conflict Resolution Matrix as a better alternative to 16:37. My next step would be for you to refocus your awareness on fatigue (physical or decision), frustration, complacency, 7C of communication, capacity/demand, acumen, mojo, astuteness/negotiation, connection/stakeholders, transparency, flow, sources of variation, focus on safety (investment/readiness) rather than risk (fear) and so on. My advice: conflict is something that is too late i.e. you shoul fix problems earlier, upstream or restructure your system. Your system is built to follow the path of least resistance (including conflicts). Instead focus on relevance (needs) and flow (meeting those needs).
I wanted to agree with some of the things you were saying, but you lost me at the end. Either reality is going to come smashing into your expectations or else you consciously or subconsciously use a dominating power/rank resolution style to pressure others. I understand that frontloading upstream can mitigate some potential conflict, but you're crazy if you think conflict can just be fully wiped away in all tasks and processes.
@@xnerobellum3031 Thank you for your reply. If I could understand your context better I could offer you something more specific/relevant. In a dysfunctional (dominating power) environment problems get "fixed" downstream. Usually, the most pressing problem in a dysfunctional environment is the one of capacity i.e. there is a constant lack of something. Whilst the capacity is the major problem the solution lies in understanding what causes it. In most dysfunctional places the levels of stress, frustration, feeling overwhelmed/underwhelmed, constant fatigue goes through the roof. One cannot fix dysfunctional problems by reacting to them. What you could do is: sort out your support systems, make them more "whole", and reliably repeatable. Multiskill people to feel like pilots or drivers. A person jumps into a car, orients himself/herself: petrol, lights, breaks, and starts driving. Next, "Job shadow" critical people (do not send them to "Conflict Resolution" course - just offer them some major tips), as if studying an ant colony: observe, assist, keep track of issues, make the list public, put it on a wall (low cost solution, WIP) - as a constant reminder, introduce fair solutions. Allow them to break the rules wisely. Turn events into patterns by using public visual calendar, jast a large A0 or A1 sheet of paper. That will acknowledge people concerns without condemning anyone, and you will be able to fix a pattern not people. Then, ask your best staff to map all major processes (establish flow) the rest will simply welcome it, the world will start making sense to them. Identify natural break points so that people could go home with a sense of fulfilment to recharge and spend valuable time with their families. Identify critical characteristics for each type of work so that you can manage them at a higher level of decision making and weed out major incompatibilities transparently and inclusively. Throughout the change process you will have to deal with internal constraints: capacity, variation, confidence, competence - it is a never ending job. The only difference is that as you get better your competitors will fall behind (until they catch up again). And so on. In the above scenario, I would call "conflicts" learning exchanges/ opportunities. Do not stop there, add to that open book management (business acumen), amoeba management (more leaders/owners), constraints management, understand concepts of ignorance, arrogance, etc. Decentralise management in a way that everybody is responsible for something but no-one owns the whole thing individually. Benefit from constant feedback, good connections and timely communication at multiple levels (gather timely business intelligence). You do not want a soccer team of eleven goal keepers, do you? Your major concern should be that people improve the system/business layer that they are managing. If they decide to leave you both benefit: you have a great working system (Toyota style), and they have a great knowledge. If they leave, and you practice multi-skilling, just let a new pilot take the seat. If you read a lot, at some point you will have to decide when is your turn to start making sense as - you - understand it. The only and best thing you can change is you. The knowledge domain is huge. Remain open minded, be curious and creative and trust yourself. That will also keep you safe from dangers of your powerful reptilian and emotional brains taking control over you. By all means grow your followers. We like equals.
Thanks for your professional sharing and very useful information. I have a basement question, about must I pick up the OACETT Internationally Educated Professional Practice Examination (IEPPE)? I am a Senior Electrical Engineer for the Nuclear Power Plant with over 17 years of work experience in one Institute(Shanghai CHINA) after 2003 my graduation, my duty is the design the civil construct phase（Building electrical design）. The thing is I have much more work experience than average, must I still have to pass the IEPPE? Really need your guarding :)
All members have to write a Professional Practice Exam as part of their certification requirements. If you have work experience in Canada that is longer than one year there is no requirement to write the International Educated version of the exam but you will still need to write the regular version of the exam. The price for each exam is the same cost. The Internationally Educated version is 30 minutes long and has 30 additional questions demonstrating knowledge of Canadian standards and codes. Do not worry about which exam you will be required to do. Once you submit your OACETT application with the required documents, the OACETT Admissions committee will review your file and indicate to you which Professional Practice Exam you will need to successfully complete. If you have any other questions, please contact us at certify@oacett.org
bull shit. I paid my membership fees. Sheduled and exam and nobody was able to help me logged into exam. Not even live online proctor on my screen. They did not find my membership number. Do not go for it. Waste of money and time. Just to clarify : I am graduate electronics engineering technician form confederation college, Thunder bay, ON
Continual professional development makes sense, it is a way to keep ourselves current with the new technologies (benefiting our employers) and competitive in the job market (job security and potential higher wages), however, how this is approached and achieved is decision that every individual should make on their own. I welcome the suggestions that OACETT proposes on how to develop ourselves, I also understand that there are members that may need professional development guidance to continue keep current. Having said that, we should evaluate the negative impact that making it compulsory could bring. Is there a real need to make it compulsory?
Great work Dr. Ahmad. Design complexity and it's relevant application for safety of railways is critical for future of timely and safe movement of people and goods. Tx for sharing the insights.
