Apoxyomenos and the Role of Athletics in Ancient Greek Culture :: Essays Papers

Apoxyomenos and the Role of Athletics in Ancient Greek Culture According to Marilyn Stokstad, "the visual arts are among the most sophisticated forms of human communication, at once shaping and being shaped by their social context (xxxviii)." As this quote implies, artistic pieces invariably are a reflection of the culture in which they were created. Thus, art is a potent means of deciphering the values and belief systems of ancient societies. Apoxyomenos (330 BCE), or The Scraper, created by the sculptor Lysippos, is an enduring testament to the importance ascribed to athletics by the citizens of ancient Greece. Artistically, Apoxyomenos deviates from the standard Classical representation of male athletes. The majority of Classical sculptors portrayed athletes actively engaged in competition. However, this figure is gazing into the distance while removing oil and dirt from his body using a strigil (Stokstad, 165). This practice was commonly associated with athletes in ancient Greece and, thereby, communicated to the viewer that this was a piece pertaining to athletics. Athletics were an expression of the philosophical, religious and civic values that were at the very heart of Greek culture. In the world of the ancient Greeks, well-educated individuals were expected to be balanced mentally, spiritually, and physically (http://www.mediaconcero.com/olympic/olympia/ideal_o.php, September 27, 2004). It was felt that athletics aided in the creation of such an individual. Athletic events during this period were not simply displays of physical prowess, but an integration of the facets of Greek culture. Education and intellectual discourse were accessories to athletic events. During competitions, spectators would engage in lectures and philosophic conversations concerning current events and other scholarly subjects. In fact, the Greek word for "gymnasium" was the same as the Greek word for "school (http://www.mediaconcerto.com/olympic/olympia/ideal_o.php, September 27, 2004)." Athletic events became a center of learning and exchange of ideas in Greek civilization. Athletic events at this time were also closely related to the religious beliefs and practices of the Greek citizens. Each competition was devoted to a specific pagan god. For example, the patron of the Olympics was Zeus. The Greeks believed that the physical strength and ability of athletes was a direct gift from the gods (http://www.meiaconcerto.com/olympic/olympia/ideal_o.php, September 27, 2004). Therefore, each athlete competed not only in honor of his city-state, but also in honor of the gods. Civic implications were also apparent in ancient Greek athletics. The ancient world was one of constant conflict and political turmoil, and it was necessary for each city-state to possess a strong military in order to preserve their autonomy. Apoxyomenos and the Role of Athletics in Ancient Greek Culture :: Essays Papers Apoxyomenos and the Role of Athletics in Ancient Greek Culture According to Marilyn Stokstad, "the visual arts are among the most sophisticated forms of human communication, at once shaping and being shaped by their social context (xxxviii)." As this quote implies, artistic pieces invariably are a reflection of the culture in which they were created. Thus, art is a potent means of deciphering the values and belief systems of ancient societies. Apoxyomenos (330 BCE), or The Scraper, created by the sculptor Lysippos, is an enduring testament to the importance ascribed to athletics by the citizens of ancient Greece. Artistically, Apoxyomenos deviates from the standard Classical representation of male athletes. The majority of Classical sculptors portrayed athletes actively engaged in competition. However, this figure is gazing into the distance while removing oil and dirt from his body using a strigil (Stokstad, 165). This practice was commonly associated with athletes in ancient Greece and, thereby, communicated to the viewer that this was a piece pertaining to athletics. Athletics were an expression of the philosophical, religious and civic values that were at the very heart of Greek culture. In the world of the ancient Greeks, well-educated individuals were expected to be balanced mentally, spiritually, and physically (http://www.mediaconcero.com/olympic/olympia/ideal_o.php, September 27, 2004). It was felt that athletics aided in the creation of such an individual. Athletic events during this period were not simply displays of physical prowess, but an integration of the facets of Greek culture. Education and intellectual discourse were accessories to athletic events. During competitions, spectators would engage in lectures and philosophic conversations concerning current events and other scholarly subjects. In fact, the Greek word for "gymnasium" was the same as the Greek word for "school (http://www.mediaconcerto.com/olympic/olympia/ideal_o.php, September 27, 2004)." Athletic events became a center of learning and exchange of ideas in Greek civilization. Athletic events at this time were also closely related to the religious beliefs and practices of the Greek citizens. Each competition was devoted to a specific pagan god. For example, the patron of the Olympics was Zeus. The Greeks believed that the physical strength and ability of athletes was a direct gift from the gods (http://www.meiaconcerto.com/olympic/olympia/ideal_o.php, September 27, 2004). Therefore, each athlete competed not only in honor of his city-state, but also in honor of the gods. Civic implications were also apparent in ancient Greek athletics. The ancient world was one of constant conflict and political turmoil, and it was necessary for each city-state to possess a strong military in order to preserve their autonomy.

The Philippine Party-List System: Absence of a Clear Seat Allocation Fo

The Party-List System of proportional representation is a relatively new addition to Philippine politics and specifically in the electoral system of the country. It was only introduced in 1987, by then, the new constitution and formalized by R.A. 7941 (The Party-list System Act) in 1995, to open the legislature to marginalized and underrepresented sectors or groups without a well-defined political constituencies but who could contribute to policy formulation beneficial to the nation. (R.A. 7941 1995, Sec. 2) Since then there had been various problems in implementing the statutory law and the principles of the constitutional provision on the party-list system. Rodriguez and Velasco (1998, 36-48) and Tangkia and Habaradas (2001) enumerated some of them: low voter turnout, COMELEC inefficiency in public information dissemination, and confusing instructions in explaining a new ballot structure. However, one of its longest standing issues is the seat allocation since R.A. 7941 does not provide a clear formula for translating votes into seats. (Rodriguez 2002, 25 and Rodriguez and Velasco 1998, 39) An allocation formula is one of the basic and most fundamental requisites of a party-list system. Yet ironically, the authors of the governing law seemed to have forgotten to include a clear allocation formula even though it was tackled during the deliberations of R.A. 7941’s origin bills. The effects of its absence were most evident during the 1998 and 2007 elections. In 1998, 14 party-list seats were already filled with finality using the â€Å"2-4-6 COMELEC formula.† The said formula apportioned a seat for every 2% a party garnered in the party-list votes. For example, APEC was given two seats with its 5.5% but ABA (second... .... 2007. â€Å"The Party-List System in the Philippines: Proportional Representation and Seat Allocation Errors.† Discussion Paper. QC: Center for People Empowerment in Governance/University of the Philippines. Republic Act 7941. 1995. â€Å"The Party-list System Act.† Rodriguez, Agustin Martin G. and Djorina Velasco. 1998. Democracy Rising? The Trials and Triumphs of the 1998 Party-List Elections. QC: Institute of Politics and Governance and Friedrich-Ebert-Stiftung. Rodriguez, Agustin Martin G. 2002. The Winding Road to Representation: The Philippine Party-List Experience. Makati: Ateneo School of Government and Friedrich-Ebert-Stiftung. Tangkia, Fritzie Palma and Ma.AraceliBascoHabaradas. 2001.â€Å"Party-List System: The Philippine Experience. Friedrich-Ebert-Stiftung Philippines.http://www.library.fes.de/pdffiles/bueros/philippinen/50076.pdf. (November 27, 2011).

Albert Camus’ “The Stranger” Essay

In Camus’ The Stranger, the author exposes a tension between society and the protagonist’s perspective of society. The reader comes to understand the pointlessness of existence through the protagonist’s lens. Although society defines people by actions, Meursault rejects ideas of categorization and embraces a nihilistic view of life. This judgment passed on individuals is based on an individual’s actions. Meursault realizes that everything that lives must die, therefore no matter what one does in life, one is still doomed to the same fate that everyone else is. Meursault makes all of his decisions based on his notion that his actions are unimportant because no matter how society classifies him, he will still die. It is Meursault’s utter rejection of all things irrational that separate him from his fellow man and make him a â€Å"stranger†. The fact that Meursault doesn’t cry at his own mother’s funeral demonstrates how Meursault is disconnected from the normal human emotions of grief that usually accompany death. Meursault is not even sure when his mother died. â€Å"Maman died today. Or yesterday maybe, I don’t know†(3). He seems to view the rest of humanity as the â€Å"others,† as if he is a mere observer rather than a part of humanity that he was born into. For example, the image of the elderly people gathered around the caretaker â€Å"nodding their heads† at Meursault conjures up the feeling of vultures surveying their prey. Even Meursault himself feels â€Å"that they were there to judge†(10). His behavior only reinforces this division as he finds himself unable to share in the emotional connection and experience of the vigil. For instance, when one of the women starts to cry, his only response to the tender display of love is, â€Å"I wish I didn’t have to listen to her anymore†(10). He does not relate to nor understand the woman’s humanity–as if he were a â€Å"stranger† to the essential elements of what it means to be human. Moreover, when the vigil ends and the elderly friends leave they shake his hand, a gesture to which he mockingly thinks â€Å"†¦as if that night †¦ had somehow brought us closer together† (12). This sarcasm underscores how utterly detached he feels from the rest of the world. After returning from the funeral for his mother, Meursault really demonstrates the meaninglessness of his life. What could possibly be more  boring and meaningless than walking around your apartment for a while? This passage is interesting because it gives the reader a rare glimpse of reflection about his mother. Even here, though, it is ultimately selfish in nature. Now that his mother is gone, he feels that his apartment is too big for him. He still lacks remorse or grief, but he’s realizing how his mother’s death affects him: abstractly and physically. The fact that Meursault thinks the apartment is too big for only him symbolizes his aloneness. Just as the apartment is too big and he lives only in one little part, the world is too big, and he is fundamentally alone. By killing the Arab, Meursault proves that his actions define him, and even if society labels him as a murderer, it does not matter because he is going to die anyway. The murder of the Arab takes place at the climax of the story and it makes the reader wonder why Meursault has no remorse. He is aware of what he is doing and is aware that it is wrong, however he does it anyway. Most people would care if they shot another man, but since he has no cares, he does it with no worries or remorse. â€Å"If the other one moves in, or if he draws his knife, I’ll let him have it† (56). This moment in particular is an example of his detached, passive, and psychotic nature. He offers to kill so nonchalantly that it shows no moral stance whatsoever. He’s so mentally detached that the thought of murder poses no great emotion or even feared remorse. Meursault starts to question why he should care about his life before he dies. He does not question what things would make his life worthwhile, but he questions why he should even question the things that would benefit his life. â€Å"As far as I could see, it didn’t have anything to do with me†(69). This emphasizes the point that Meursault is strongly disjointed from society and his and other peoples’ happiness. All Meursault knows is that it is not worth his time to worry about classifying things as good or bad because he will die regardless of his classification. Meursault is asked about emotions and feelings he doesn’t have or care to have. Meursault is annoyed because this is all a worthless examination into something that will seemingly bring no real conclusion to anything, because life is absurd. Meursault was sure about one thing–death. He was sure he would die, just like everyone else.  Ã¢â‚¬Å"But I was sure about me, about everything, surer than he could ever be, sure of my life and sure of the death I had waiting for me† (120). In his death, Meursault finally becomes part of the mainstream society, along with everyone else. The only guarantee in life is death. Meursault would die regardless of whether he killed the Arab or not. Meursault has reached the understanding that his life is not affected by his actions; it is only affected by his inevitable death. Meursault justifies his actions with his indifference. Whatever he has done in his life could not save him from his death. Meursault’s emotional detachment and disconnect from everyday emotions make him a stranger to humanity.

Confession of a Public Speaker

I have not imagined my audience naked but have imagined my audience of 300 persons wearing a clown's nose which made me smile and helped me control my nerves. Another scenario that Scott mention I can relate to†¦ As the person who creates and assist the senior executives at Atlantis including the CEO, a very funny guy who always pick on someone in the audience to poke fun at and keep his audience laughing throughout his delivery. I made a comment to him about how his humor always keeps his audience entertained and he told me that he uses It to get rid of the butterflies and fear because he gets nervous everywhere he has to speak.Before any presentations all presenters have a practice session which Includes practicing and rehearsing the time to prepare the presenter before delivering their presentation which helps a lot. We also go to the venue and practice with all of the presenter to get comfortable with the environment and to gauge the time it takes overall. One thing that I a lways do is keep a backup remote control and a hard copy of the presentation so that when they advance too many slides and lose their position, (which happens with every presentation), I always get them back on track, and the audience never knows what happened.Also one thing that we do for the presenters is show the count-down timer at the halfway mark and in one minute decline as opposed to from the beginning of their presentation to make them feel uneasy. This book is loaded with Coot's own personal stories and experiences of his speeches. It is also good to hear that even professional speaker uses Powering to assist them with their speeches and it was refreshing to know that even paid public speakers have their moments of embarrassment; it makes them seem more human. The book is packed with tips and advice for speakers from all backgrounds.To me he is a highly paid good story teller who is brutally honest and entertains his audience to get his message across. I do not get paid to speak but have received donations from speaking at a few youth organizations at the end of the event. I the book there Is some profanity which I would have skipped because I do not believe that you need to use profanity to get your point or message across. He did teach me the value of being prepared, how to organize my thoughts and Ideas, delivery techniques to make my content flow better and what to do if you forget what cause most of my audience wants to learn something to take away from my speech.Another good technique that I got from the book is how to deal with difficult people in my class, and how to teach using technology, which I do primarily. Now I now know why most people are terrible at speaking†¦ It's because they do not use the right tools and techniques to perfect their speeches. After applying some of these skills to my real life situations I realize how important communications skills are for a speaker and that anyone can learn once you deliver the correct cont ent using the racial approach. The book teaches how you can perfect the art of persuasion and not making your speech too boring for your audience.This can be effectively done using the proper graphics in your Powering, but not to overdo it. If it is a boring topic I do use pictures and animations to engage and grab their attention. Most people's attention span is for about 10 minutes so you have to find creative ways to keep them entertained so that they do not lose interest in your presentation. Far too many speakers lack relevant content and try to make up for that with fancy Powering presentations. There are some â€Å"does and don't† from using Powering. Many speakers use the wrong style and too much fonts, videos, and graphics.You do not want to lose your message with too much fluff. If you are going to use Powering you should not put your entire presentation on the slides but use bullet points to talk and add more power to the point. Keep in mind that mistakes will happ en but, it is how you recover from your mistakes that matters, and that no speaker is perfect, and to always expect the unexpected. Most mistakes can be controlled if you prepare ND plan your presentations in advance. Remember if you fail to plan, you plan to fail. Prepare an outline of what you have to say on paper first and transfer this to your Powering.The presenters notes section in Powering can help you stay organized and focus on what to say next, but do not use them too much. By practicing you should learn your material backwards. Knowing your material helps eliminate blank spots during your delivery and give you the confidence you need to deliver a flawless presentation. You must go to the venue about an hour or two before your presentation to get to now the environment. This is a good time to test and run the Powering or rehearse on the stage to get comfortable with the room.Test the lighting and the microphone and any other audio visual equipment that will be used. The wo rst thing that can happen is equipment failure because you did not take the time to test prior to presenting. Remember that every person in your audience is different and their expectations are different. They all want you to have a successful presentation and get to the end. Use the space in the room adequately. What I did when I had to peak to a staff of 300 even the room could accommodate 500, I had another team member seat everyone in the room.As they came in I had the back and side rows roped off and told the participants that we were only using a certain section due to the recording of the event. Everyone cooperated and was on their best behavior during the presentation because they knew that they were being recorded and did not want to look unprofessional on video. Another reason was because we did not want to have everyone running to the back of the room like most people would do everyone sat close which gave the illusion that the room was packed.You should get to know your audience by arriving early to talk to as many participants prior to speaking as possible. Because I had taken the time to get to know them I knew what their interest were which helped me to be more engaging. I found this assist with working the room, I would find the person that I met before the presentation and used that person to connect with and also helped me to smile at them, by connecting with your audience you feel a lot more relaxed and confident. I also involved them in the presentation by using music and dance.One time during the presentation I had the entire audience dance to a beat that is common in our culture which made them to believe that my performance would be a lot of fun, interesting, and engaging. It gave me a lot of energy to start and set the tone for the rest of the presentation. Just like Scott says in the book, most people are trapped in their seat and will not walk out during a presentation because the focus of attention is suddenly on them. Also you must say what you really feel and not hold back because you over think and ay say the wrong thing to offend anyone.Let your thoughts flow naturally. People have a tendency to speak honestly and from the heart, others say what they mean and mean what they say whether it hurts or not. You do not want to stray of your topic and start speaking about something unrelated this is what is known as eating your microphone, which makes no sense to me, but that's what is referenced in the book. This happens to the unprepared speakers. Do not speak with a rushed tone of voice; this is another way to lose your audience. Always speak clearly and take your mime.That's why it is import to get to your event and start on time. At the end of the event ask the audience if they had questions that you did not cover during the speech. Ask if they need you to explain something that was covered with a different point of view. If I do not have time to answer all questions I always leave them with my contact inform ation that that can use to communicate with me after. Overall this is a good book that I found to be entertaining, full of humor and techniques to assist me with being a better speaker and presenter.

Nokia: Values That Make a Company Global

STraTeGiC Hr MaNaGeMeNT case study with teaching notes Nokia: Values That Make a Company Global By Geraldine Willigan, MBA Project team Author: SHRM project contributor: External contributor: Copy editing: Design: Geraldine Willigan, MBA Nancy A. Woolever, SPHR Ram Charan, Ph. D. Katya Scanlan, copy editor Terry Biddle, graphic designer  © 2009 Society for Human Resource Management. Geraldine Willigan, MBA. This case was prepared by Geraldine Willigan, MBA, former editor at Harvard Business Review, under supervision of Ram Charan, Ph. D. , former faculty member at Harvard Business School, winner of best teacher award at Northwestern University’s Kellogg School of Management, and a regular teacher in executive programs across the globe. The authors gratefully acknowledge the help of Juha Akras, Ian Gee, Antti Miettinen, Arja Souminen, Olli-Pekka Kallasvuo, Hallstein Moerk, Tero Ojanpera and Shiv Shivakumar. Note to Hr faculty and instructors: SHRM cases and modules are intended for use in HR classrooms at universities. Teaching notes are included with each. While our current intent is to make the materials available without charge, we reserve the right to impose charges should we deem it necessary to support the program. However, currently, these resources are available free of charge to all. Please duplicate only the number of copies needed, one for each student in the class. For more information, please contact: SHRM Academic Initiatives 1800 Duke Street, Alexandria, VA 22314, USA Phone: (800) 283-7476 Fax: (703) 535-6432 Web: www. shrm. org/education/hreducation 09-0353 Nokia: Values That Make a Company Global Introduction In the summer of 2006, the global competitive landscape in which Nokia was operating was changing at an astoundingly fast pace. Market growth was shifting to emerging countries, mobile devices were being commoditized, handset prices were declining, networks were combining (Nokia had just merged its own networks infrastructure business with that of Siemens, forming Nokia Siemens Networks, or NSN), Microsoft and Apple were making moves toward mobile devices, new technologies were being developed, and new strategic opportunities were arising as mobile phones were becoming the gateway to the Internet. To win in such a fast-paced and intensely competitive environment, the company had to move with speed and do a superb job of satisfying consumers. Decision-making would have to occur at the lowest possible level to reflect the peculiarities of the local markets while leveraging the power of Nokia’s diverse people, its brand, its financial resources, and its technology and design expertise. Collaboration between locals and headquarters and among multiple cultures and partners was paramount. Nokia conducted extensive interviews with people inside and outside the company, including partners and suppliers, to understand how Nokia was perceived and how it might have to change. That research informed a number of actions and renewed the focus on Nokia’s culture and, in particular, its values. From Paper Mill to Conglomerate to Global Brand Nokia, headquartered in Espoo, near Helsinki, Finland, is the world’s largest mobile handset manufacturer. It holds some 40 percent of the global device market as of the second quarter of 2008. It operates in 150 countries and had more than 117,000 employees, including NSN, as of late June 2008. It is the top-rated brand globally. Annual revenues for 2007 were $74. 6 billion (51. 1 billion euros). The company began in the late 1800s as a paper mill, then evolved into a diversified industrial company and was an early entrant in the mobile era in the 1980s. In the 1990s, CEO Jorma Ollila restructured the conglomerate to focus on mobile phones and telecommunications, and Nokia became the technology and market leader, starting first in Europe, then expanding to the United States and dozens of other 2009 Society for Human resource Management. Geraldine Willigan, MBa 1 developed and emerging economies, including China and India. In the early 2000s, Nokia was briefly challenged by Motorola and Samsung but was able to maintain and soon to increase the lead. In 2006, Olli-Pekka Kallasvuo (OPK, as he is known at Nokia) became CEO. Nokia’s strategy at that time was changed to c over both the mobile device market as well as services and software. In 2007, Nokia announced that it would become more like an Internet company. Transforming the Culture for the New Challenges As Nokia’s leaders pondered what would hold people together and enhance collaboration and speed across their large global company, they arrived at an answer—culture, of which values had long been a foundation. Values align people’s hearts and emotional energy and define how Nokia employees (â€Å"Nokians†) do business with each other and the rest of the world. Because Nokia’s existing values had been unchanged for more than a decade and research showed there was some ambivalence about them internally, the executive board, comprised of the CEO and about a dozen senior leaders, decided it was time to re-examine the values. OPK selected a team of people to create a process for doing so. The challenge to the team was to get all the people of Nokia intellectually engaged. In keeping with Nokia’s culture, the values would have to be the result of â€Å"the many† communicating with â€Å"the many. † Assigning this task was not trivial. It required that senior management be committed to live with the outcome. The values that emerged from the bottom up would have to be taken seriously and stick—or the organization would be seriously harmed. As the team got to work and explored the options, they determined that the best approach would be to combine high tech and high touch. The high-tech part of the values-creation process would be through the â€Å"Nokia Jam†Ã¢â‚¬â€using IBM’s Jamming technology that would allow all Nokians to engage in an online dialogue. The hightouch part would come through the use of the World Cafe methodology. The World Cafe methodology had sprung up in the mid 1990s to accommodate a large group of people from diverse disciplines and far-flung locations around the world who wanted to discuss issues of common interest. 2 That group was known as the Intellectual Capital Partners. To create an informal conversation among so many people, participants were divided into small groups seated around tables to discuss a given question. The groups would then repeatedly disperse and individuals would rotate to other tables, so ideas were disseminated, cross-pollinated and combined. As the conversations continued, facilitators compiled the ideas that emerged. The World Cafe methodology had been used in some small pockets within Nokia but had never been tried on a companywide scale. The concept was right, but it was impractical for all 50,000-plus Nokians to directly engage in a dialogue. So the idea emerged to have a subset of people from across Nokia get together to discuss Nokia values with a totally clean slate, as if they were recreating Nokia on the planet Mars. 2  © 2009 Society for Human resource Management. Geraldine Willigan, MBa A trip to Mars became the metaphor for assembling a cross-section of Nokians to participate in the World Cafe format and create the new values. Nokia’s Trip to Mars Nokia produced 5,000 elegant, visually exciting invitations that looked like boarding passes and airline tickets. These were sent in bundles through snail mail to people at various organizational levels and functional areas, including HR, in each of the business units. The instruction to the recipients was to find a way to randomly distribute their bundle to people in their offices and factories whom they would trust to have a discussion about Nokia’s values and culture. The recipients could also keep a ticket for themselves. Each ticket was in a â€Å"wallet† that described what Nokia was doing. It stated the current values and gave instructions for how to proceed, first by going to the Nokia Way web site to learn more and to register for a cafe in their local area. Participants also got two luggage tags, which they were supposed to discuss with their colleagues beforehand: a green one, which represented the values or ideas Nokia should be sure to take with it as the company moved forward, and a gray one, for things that could be left behind. Nokia held 16 cafes in 60 days around the world. More than 100 employees representing a cross-section of Nokia attended each one. The day of the cafe, small groups discussed a predetermined set of questions. One person served as host and stayed at the table while everyone else rotated to other tables, eventually returning to their original spots. People had taken the preparation very seriously and interviewed their teams ahead of time; some brought stacks of paper with various notes and ideas. As the discussions took place, ideas began to emerge and converge. Facilitators captured them graphically and in written scripts. The outputs from each cafe were then uploaded to the Nokia Way web site, and everyone at Nokia had access to it and was invited to comment. Several thousand more employees were able to participate in the dialogue through the means of the web site, giving their opinions and making suggestions and sometimes asking questions they hoped the next cafe would address. The sessions were also videotaped and edited into short video blogs that were so funny and engaging that they logged approximately 30,000 visits. The video blogs, too, elicited comments from fellow Nokians. The mix of people attending the cafes was just what Nokia’s executive team had hoped for: an assortment of people from offices and factories and from every functional area and organizational level. The cafe process allowed those diverse viewpoints to be heard. Engineers said Nokia needed greater tolerance for risk, for instance, while marketing people wanted more stability. In the process, it broke down biases and misconceptions and began to build social bonds. â€Å"Latin Americans were not the only people with emotions! one participant commented. Another said: â€Å"At first it felt like I couldn’t even find a common language with my Mexican  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 3 marketing colleagues in Nokia. It was exciting when we found a common language and vision, and everybody was on board. † As the cafes took place, four values began to emerge. These were to be presented to the top 30 leaders at the final global cafe to be held in Helsinki. But instead of writing them on a PowerPoint slide, the values were presented in a way that was experiential. Representatives from each of the Nokia Way cafes were chosen to attend, and on day one of the Helsinki cafe, they got together and brainstormed how to make the values come alive. They recreated some of the skits, songs and visual aids their local cafes had generated to express the thoughts and feelings that underlay the values. The representatives from the Finnish cafes built a bird’s nest and a sauna in the hotel meeting room to represent Nokia’s passion for innovation (the bird’s nest was for the hatching of ideas, the sauna to represent the fire of passion). The next day, the group made their presentation to the senior leaders, and after some discussion, the four values that had came out of the cafe process were affirmed. OPK, who, like many Finnish people, was ordinarily quite reserved, was visibly moved by the intensity and sincerity of the feelings expressed. He felt as though he could hear the voices of Nokians around the world, and he, too, wholeheartedly supported the values. He asked that a representative present them to a group of 150 top leaders that was meeting three or four weeks later as part of the annual Strategy Sharing process. The group selected Ganeas Dorairaju, a native Malaysian who had been working in Finland for the past decade, to represent them. He stood in front of the top leaders and explained the values and the process by which they were created. At the end of it, the audience gave him a standing ovation. One leader wondered if the values could be turned into a catchy tune. Soon after, an employee teamed up with her husband and did just that! Nokia’s New Values3 Nokia’s new values and the explanation of them are as follows: n achieving together. Achieving together is more than collaboration and partnership. As well as trust, it involves sharing, the right mind-set and working in formal and informal networks. engaging You. For us, ‘engaging you’ incorporates the customer satisfaction value and deals with engaging all our stakeholders, including employees, in what Nokia stands for in the world. Passion for Innovation. Passion for innovation is based on a desire we have to live our dreams, to find our courage and to make the leap into the future through innovation in technology, ways of working and through understanding the world around us. Very Human. Being very human encompasses what we offer customers, how we do business, how we work together, and the impact of our actions and behavior on n n n 4  © 2009 Society for Human resource Management. Geraldine Willigan, MBa people and the environment. It is about being very human in the world—making things simple, respecting and caring. In short, our desire is to be a very human company. The world cafe process generated values that are different and more open-ended than most companies’. As leaders at Nokia note, the values require discussion. People might not know right away what â€Å"very human† means, but once people start to discuss it within the context of Nokia, it becomes very clear. People do, in fact, have those discussions. They use them to say, â€Å"Hold on a minute, is this engaging you? Are we meeting that value in what we’re doing? † ‘Very Human’ is closely associated with technology; it reflects the fact that Nokia has to develop devices that are easy to use. And ‘Achieving Together’ is about customers and suppliers as well as fellow Nokia employees. ‘Achieving Together’ also helps remove the fear associated with being an industry pioneer. The values are aspirational but also model what was already working well at Nokia. In India, for instance, where Nokia has built a dominant market position of some 75 million subscribers in a very short time, the values were evident before they had been articulated, which likely influenced the input of the three cafes conducted in that country. One of the key factors that drove business success in India was the distribution system, which Nokia and its business partner, ATL, built from scratch when large consumer electronics retailers declined to carry mobile phones because of their low margins. Working together to find an alternative, Nokia and ATL hit on the idea to mimic the small (sometimes just 5 x 5 feet) kiosks that are found in villages across India from which vendors sell fruits and vegetables. They recruited individuals interested in running their own kiosks, trained them and ensured they would have products in the right quantities and at the right margins for those vendors to make a living. The Nokia team wanted to be sure that whatever arrangement they designed would benefit Nokia, ATL and the individual mobile phone vendors. That way, they would Achieve Together. The Nokia team in India—a mix of native Indians and technology and other experts from such far-flung Nokia locations as Finland, China and Indonesia—collaborated in listening to and observing people in various parts of India to understand their needs. Their approach was collaborative and Very Human. As a member of the leadership team in Nokia India explains, â€Å"One thing that Nokia prides itself on is that it is not arrogant. That comes across in every interaction. People never take for granted that they know everything. Because of conditions in parts of the country, Indians needed a mobile device that was dustproof and didn’t slip out of sweaty hands. They wanted a device that could be an alarm clock, radio and flashlight (or â€Å"torch†) as well as a phone. Nokia’s Passion for Innovation drove the team to find the technology solutions Indians needed. Nokia found that the process of creating values itself had merit. It allowed the many to connect with the many and demonstrated that heterarchy was more important than hierarchy. It captured Nokia employees’ understanding of the challenges they were facing personally and organizationally and their desire to create an organization  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 5 that could meet them. It also reflected the spirit of bonding across cultures, functions and silos. As a member of the executive team says, â€Å"It is proof that a strong global corporate culture is possible. † The next order of business was to track the effectiveness of the values. To that end, the company has created a number of vehicles. Nokia includes values in its annual employee survey, â€Å"Listening to You,† and made them a key part of the change pulse survey it undertook during a recent reorganization. The suggestion arose to have pictures to demonstrate the new values, so the company staged an employee competition for photos that represent the values. Photos were posted online, and employees voted for their favorite. The top prize went to a quality manager in one of Nokia’s Chinese factories, who got to accompany Nokia’s brand people on a photo shoot in Paris. Given the quality of Nokia’s artistic skills, it was a choice prize. More than 22,000 employees took part in the competition, and Nokia has a rich bank of photographs to represent the new values. Nokians now are learning to create 90-second films that tell how values are making a difference in their work. These films can be uploaded to a video hub where fellow employees can view them. As of October 2008, more than 60 films had been uploaded to the internal VideoHub, and they have had over 50,000 viewings. 6  © 2009 Society for Human resource Management. Geraldine Willigan, MBa Teaching Notes Global companies require the alignment of their employees and partners not only on the strategy itself but also on the values needed to make that strategy successful. Values reflect and shape corporate culture. A shift in strategy often requires a shift in values. The Nokia case explores the connection between values, strategy, and the collaboration, innovation, speed and flexibility that are required for Nokia to succeed. Nokia is a very large company, with one of the highest brand recognitions in the world. It has the rare ability to design a new strategy and reshape its culture to deliver the strategy at the same time. The Nokia case describes Nokia’s social process for achieving alignment on values—a component of corporate culture—across geographies, silos and hierarchical levels. The learning objectives of the case are as follows: n note NOTE note Instructor’s Note Distribute only pages one through sixNOTE case study document to of this students. A PDF version of this document is also available online for your convenience. To learn the social process of engaging multicultural, multi-country employees in generating and agreeing on a set of values. To concretely demonstrate one way to build a workforce receptive to crossfunctional, cross-cultural teaming that can therefore make fast, high-quality decisions and increase the organization’s flexibility. To probe and deepen understanding of the relationships between strategy, culture, values and business outcomes. To encourage participants to brainstorm alternative ways to engage employees and accomplish similar results. To challenge participants to think critically about whether Nokia’s approach to creating values can apply to other business issues. n n n n The case is appropriate for graduate students in higher-level HR courses and for HR professionals at the highest levels.  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 7 The classroom instructor might want to pose the following questions for discussion: 1. Why did company management choose values as a foundation for taking the culture to the next level? Nokia needs collaboration because it must routinely leverage its technology platforms, global brand and manufacturing footprint, experience base in multiple countries, and in-depth knowledge of consumers and the marketplace. While individuals must have some degree of freedom to act, they cannot know everything or understand in depth all of the implications of various trade-offs that must be made in the ordinary course of business. As people come together to exchange information and make trade-offs, they must also have a common glue to hold them together. Values can be a uniting factor; they can be the glue. In the process of creating values, discussions touch on other topics, such as strategy, management style, opportunities, competition, priorities, and the inadequacies of organizational structure and reward systems. Values can fill in the gaps or provide what formal mechanisms miss—for instance, they can support open communication outside of formal reporting relationships. 2. What is your view about the four values the cafe approach produced? Note that they are few in number—four instead of 12. They describe the kind of company many people would like to work for. They can be applied in the real world and are relevant to any job function or organizational level. They are in keeping with requirements for Nokia to succeed. They capture the sense of higher purpose and human dignity people long for in their personal and work lives and therefore encourage positive, authentic behavior. 3. How do Nokia’s values compare with those of your company? Graduate students can compare with a company they are familiar with or one the instructor presents. One option is to look at the values of a competitor—for instance, Apple, given that Apple is now going into the cell phone business. Consider whether people â€Å"connect† with the values, or whether the values are too abstract or too generic to be meaningful. How many are there? Are they actually practiced? Do they relate to company strategy? 4. How will Nokia’s values help execute the change in business strategy? The process and content of the values build trust, making people more receptive to information and ideas from elsewhere in the company. Information flows are likely to be nonhierarchical. Nokia should therefore be able to innovate and respond to change better and quicker. Take, for example, the value â€Å"achieving together. † This value is now fully socialized at all levels in the company. It gives a lower-level person the freedom to call a higher-level person for collaboration and expertise where needed. By reinforcing this behavior, the values help break hierarchies, silos and other barriers. 8  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 5. concisely define the behaviors that were stimulated through the cafe approach at Nokia. What information channels got opened? Individuals took time to think about the company and how it does and should operate. They expressed their ideas, knowing their ideas could have wide visibility and make a difference. Before attending the cafes, people sought input from their peers. Participants listened to the views from many other employees. They sought commonality among the viewpoints. They experimented with creative ways to express their ideas. Employees became excited about the company and renewed their emotional commitment to it. Information flowed across boundaries. Because participation in the value creation process required no special knowledge, every participant was on equal footing, including newer employees, whose fresh ideas and energy got released. Thus, information flowed up even from some of the youngest Nokians, who represent the future of Nokia. 6. What’s your evaluation of the social process for engaging thousands of employees across the globe in defining the values? It was an efficient way to engage a broad, diverse set of people. The ready acceptance of the values (the output) indicates that the process was effective. It mirrored the patterns of communication and cooperation in a matrix organization. 7. What does Nokia’s cafe process say about its senior leaders? The senior leaders were secure about their role in the company and heir personal power. Once they committed to the process, they had to be prepared to accept the output. They also had confidence in Nokia employees. They were willing to â€Å"let go. † Senior management of any company should not feel insecure about the outcome of the bottom-up process. Because the process is open, it has built-in sincerity. People want to do the right thing. Also, broad participation is a check against a few radicals who want their way. 8. If Nokia were to use the cafe process again in 2010, what change in values would you anticipate? The outstanding goal of this process is to produce a set of values that are enduring. If the company were to do it again, the values themselves might not be very different, but they might be deepened or tweaked because people will have examples of how they have been used, or not used. The exception is if Nokia were to make a 180-degree change in strategy direction. Then some new values might be needed. If such new values did not emerge through this process, consider whether the strategy shift will succeed. Also consider how the outcome might be different if some regions are far more successful than others going forward, and how working relationships might be affected. Consider, too, the values of younger people who will be entering the workforce around that time.  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 9 The instructor needs to press participants on how concrete the values are, how engaged the people are, what are the pros and cons of having values cascade upward, why this process generates energy, and how management can measure whether the values are indeed being practiced and having the intended results. The instructor can jumpstart discussion by dividing the class into eight small groups and having each group discuss one of Nokia’s four values, addressing the following: If the group participants were the leaders, how would they ensure that the value takes deep roots and builds a superb social fabric while at the same time improving business results? The instructor may choose to broaden the discussion to explore issues around new theories of organization and management, such as Enterprise 2. 0 and the use of Web 2. technologies that promise to overcome the bureaucracy associated with hierarchy and make the organization more agile and productive. 4 What some people refer to as Enterprise 2. 0 or depict as a flat organization includes the direct exchange of information among people at lower organizational levels and bottom-up decisionmaking. Nokia’s value-creation process is representative of this new way of engaging employees and doing business. The following questions c an prompt discussion: n Is there a negative side to mass participation, or connecting the many to the many? Lack of knowledge or commitment can cause people to generate bad ideas that nonetheless gain momentum. Senior management will appear to be heavy-handed if it derails or ignores them. The major risk is when management is not trusted by employees, is erratic or seen as incompetent. Under those conditions, this process will fail. If that failure gets the attention of the board, which in this day and age is likely, the board might well insist on a change in management. Good management should learn from anything that comes in that does not match their expectations. In what situations, or for what issues, does a cafe-type approach work or not work? Any time a new leader is starting to take charge of a unit or company, cafe-type approach is a fantastic tool to energize and align people and hear what’s on their minds. This could be used to generate ideas around any particular topic—for instance, to gather ideas for coping with the global financial crisis. Do you think employees want to weigh in on all issues? In this knowledge worker society, tapping everybody’s brain and energy can create momentum and be a competitive advantage. People want to participate. There may be some managers who don’t want to hear what people have to say. The blockage tends to be from management, not the employees. n n 10  © 2009 Society for Human resource Management. Geraldine Willigan, MBa n How do you know if the masses are generating a better or more authentic solution than a smaller number of experts? The adoption and application will reveal the validity of the solution. Let’s remind everybody that â€Å"experts† are also employees. All experts can learn from the front lines. Experts also can be narrow. An open process will surface those conflicts in point of view. In a fast-moving, highly volatile environment, it is hugely important to draw those conflicts to the surface and get them resolved. Even if the outcome is not better in some absolute sense, it will be better accepted. to what extent does engagement affect business performance? How can you measure it? An employee audit or pulse survey are common tools to measure engagement as well as perception of business performance beyond financial numbers. Have people shown more commitment? In this case, the value of achieving together might be evident in shorter decision cycle times. n  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 11 For Further reading Lawler, E. E. III, & Worley, C. G. (2006). Built to change: How to achieve sustained organizational effectiveness. San Francisco: Jossey-Bass. Shirkey, C. (2008). Here comes everybody: The power of organizing without organizations. New York: Penguin. Charan, R. (2007). Know-how: The 8 skills that separate people who perform from those who don’t. New York: Crown Business. McGregor, D. (2005). The human side of enterprise. New York: McGraw-Hill. Hamel, G. (2007). The future of management. Cambridge, MA: Harvard Business School Press. Goldsmith, M. (2007). What got you here won’t get you there: How successful people become even more successful. New York: Hyperion. 12  © 2009 Society for Human resource Management. Geraldine Willigan, MBa endnotes 1 For more on the history of Nokia, see â€Å"The Story of Nokia† on the Nokia web site, www. nokia. com/a4303001. For more on the World Cafe methodology, see www. theworldcafe. com /reading. htm. Nokia’s earlier values are as follows: 2003 n Customer Satisfaction n Respect n Achievement n Renewal 1992 n Customer Satisfaction n Respect of Individual n Achievement n Continuous Learning 3 4 For more on theories of organization, see, for example, Andrew P. McAfee. (2006, Spring). Enterprise 2. 0: The dawn of emergent collaboration. MIT Sloan Management Review.  © 2009 Society for Human resource Management. Geraldine Willigan, MBa 13 SHrm members can download this case study and many others free of charge at www. shrm. org/education/hreducation/pages/c ases. aspx. If you are not a SHrm member and would like to become one, please visit www. shrm. org/join. 1800 Duke Street Alexandria, VA 22314-3499

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