project management and soft skills...prof. roberto verdone roberto verdone [email protected]...
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Prof. Roberto Verdone www.robertoverdone.org
Roberto Verdone www.robertoverdone.org
+39 051 20 93817
Office Hours: Monday 4 – 6 pm
Project Management and Soft Skills Leadership, Aptitudes
Prof. Roberto Verdone www.robertoverdone.org
Summary
Leadership
Emotional Intelligence
Culture Map Aptitudes
Prof. Roberto Verdone www.robertoverdone.org
Leadership
Prof. Roberto Verdone www.robertoverdone.org
Leadership A leader guides people He/she does not follow the mass
Prof. Roberto Verdone www.robertoverdone.org
Leadership A leader guides people He/she does not follow the mass
Prof. Roberto Verdone www.robertoverdone.org
Leadership Leadership is a situational skill Winston Churchill
Prof. Roberto Verdone www.robertoverdone.org
If you have no leadership today, that does not mean
you will be not a leader tomorrow!
Leadership Leadership is a situational skill Winston Churchill
Prof. Roberto Verdone www.robertoverdone.org
What is it?
Leadership
Prof. Roberto Verdone www.robertoverdone.org
Rosalinde Torres, TED Talk, 2013: https://www.opencolleges.edu.au/careers/blog/10-greatest-leadership-speeches-of-all-time From 4’18’’ onwards.
Leadership
Prof. Roberto Verdone www.robertoverdone.org
Rosalinde Torres, TED Talk, 2013: https://www.opencolleges.edu.au/careers/blog/10-greatest-leadership-speeches-of-all-time From 4’18’’ onwards. 1) Anticipate 2) Diversity 3) Courage
Leadership
Prof. Roberto Verdone www.robertoverdone.org
Rosalinde Torres, TED Talk, 2013: https://www.opencolleges.edu.au/careers/blog/10-greatest-leadership-speeches-of-all-time From 4’18’’ onwards. 1) Anticipate 2) Diversity 3) Courage
Be the leader of your future
Leadership
Prof. Roberto Verdone www.robertoverdone.org
Ben Horowitz, from “The hard thing about hard things”: 1) Articulate the vision 2) The right kind of ambition 3) Achieve the vision
(CEO – biased)
Leadership
Prof. Roberto Verdone www.robertoverdone.org
Ben Horowitz, from “The hard thing about hard things”: 1) Articulate the vision à Positive, Project, Persuasive 2) The right kind of ambition 3) Achieve the vision
(CEO – biased)
Leadership
Prof. Roberto Verdone www.robertoverdone.org
Ben Horowitz, from “The hard thing about hard things”: 1) Articulate the vision à Positive, Project, Persuasive 2) The right kind of ambition à Emotional Intelligence 3) Achieve the vision
(CEO – biased)
Leadership
Prof. Roberto Verdone www.robertoverdone.org
Ben Horowitz, from “The hard thing about hard things”: 1) Articulate the vision à Positive, Project, Persuasive 2) The right kind of ambition à Emotional Intelligence 3) Achieve the vision à Energy, Luck (CEO – biased)
Leadership
Prof. Roberto Verdone www.robertoverdone.org
Ben Horowitz, from “The hard thing about hard things”: 1) Articulate the vision à Positive, Project, Persuasive 2) The right kind of ambition à Emotional Intelligence 3) Achieve the vision à Energy, Luck (CEO – biased)
A good leader is a good team member
Leadership
Prof. Roberto Verdone www.robertoverdone.org
Emotional Intelligence The ability to - express - recognise - control
emotions (yours, and of others).
Prof. Roberto Verdone www.robertoverdone.org
Emotional Intelligence Daniel Goleman, from “Emotional Intelligence”, 1995 “Emotion: a feeling, the thoughts, psychological and biological conditions, the predispositions to act that characterise it.”
Prof. Roberto Verdone www.robertoverdone.org
Emotional Intelligence Daniel Goleman, from “Emotional Intelligence”, 1995 Anger Sadness Fear Joy Love Surprise Disgust Shame
Prof. Roberto Verdone www.robertoverdone.org
Emotional Intelligence Daniel Goleman, from “Emotional Intelligence”, 1995
“Academic intelligence does not provide any ability
to overcome the troubles and pick the opportunities that life brings.”
Prof. Roberto Verdone www.robertoverdone.org
Emotional Intelligence Howard Gardner, from “Formae mentis”, 1983 Seven types of intelligence: - Verbal - Mathematical/Logical - Spatial - Musical - Kinesthetic - Inter-personal - Intra-personal
Prof. Roberto Verdone www.robertoverdone.org
Emotional Intelligence Howard Gardner, from “Formae mentis”, 1983 Inter-personal intelligence: the ability to understand others, their motivations and way of working, establishing cooperative relationships with them. Intra-personal intelligence: the ability to create a model of yourself that can help in relationships, to live efficiently.
Prof. Roberto Verdone www.robertoverdone.org
Emotional Intelligence Howard Gardner, from “Formae mentis”, 1983 Inter-personal intelligence: à Recognise à Express Intra-personal intelligence: à Control
Prof. Roberto Verdone www.robertoverdone.org
Emotional Intelligence Howard Gardner, from “Formae mentis”, 1983 Inter-personal intelligence: à Recognise à Express Intra-personal intelligence: à Control
Empathy
A tool!
Prof. Roberto Verdone www.robertoverdone.org
Emotional Intelligence Daniel Goleman, from “Emotional Intelligence”, 1995 Two brains: 1) the emotional brain comes first, it is inaccurate and fast. it uses associations and reacts based on instincts 2) the rationale brain comes afterwards In agreement with Kahneman’s theory of two systems
Prof. Roberto Verdone www.robertoverdone.org
Emotional Intelligence Daniel Goleman, from “Emotional Intelligence”, 1995 Two brains: 1) the emotional brain comes first, it is inaccurate and fast. it uses associations and reacts based on instincts 2) the rationale brain comes afterwards In agreement with Kahneman’s theory of two systems
à Engi’s are dominated by the rationale brain … too bad!
Prof. Roberto Verdone www.robertoverdone.org
Emotional Intelligence Daniel Goleman, from “Emotional Intelligence”, 1995
Emotions are the carrier of messages in communication
Emotions determine motivations
to act, to react, to remember
Prof. Roberto Verdone www.robertoverdone.org
Emotional Intelligence Your Self-Assessment Average: 3.8 1 – VERY BAD 3 – AVERAGE 5 – VERY GOOD
Prof. Roberto Verdone www.robertoverdone.org
Leadership How many types of leaders do exist?
Prof. Roberto Verdone www.robertoverdone.org
Leadership/1 Daniel Goleman, from “Leadership. The Power of Emotional Intelligence”, 2011: 1) The Eminent 2) The Coach 3) The Federator 4) The Democrat 5) The Insistent 6) The Coercive
Prof. Roberto Verdone www.robertoverdone.org
Leadership/1 Daniel Goleman, from “Leadership. The Power of Emotional Intelligence”, 2011: 1) The Eminent solicits shared goals to team members 2) The Coach links common and individualistic goals 3) The Federator puts team members in relation 4) The Democrat involves all team members 5) The Insistent defines challenging goals 6) The Coercive sets rules and paths to achieve goals
Prof. Roberto Verdone www.robertoverdone.org
Leadership/1 Daniel Goleman, from “Leadership. The Power of Emotional Intelligence”, 2001: 1) The Eminent 2) The Coach 3) The Federator 4) The Democrat 5) The Insistent 6) The Coercive
impact on atmosphere stressful
Prof. Roberto Verdone www.robertoverdone.org
Leadership/2 Hierarchical Negotiating
Systemic
Analytic
Prof. Roberto Verdone www.robertoverdone.org
Leadership/2 Hierarchical Negotiating
Systemic
Analytic
Hierarchical leaders tend to use their
position to express their leadership and impose decisions on others. Their attitude
fits the needs of vertically-organised
communities.
Negotiating leaders never command; they look for compromises, shared viewpoints and
solutions.
Prof. Roberto Verdone www.robertoverdone.org
Leadership/2 Hierarchical Negotiating
Systemic
Analytic
Systemic leaders have a broad view on
problems and the company; they are
competent but do not manage technical
details.
Analytic leaders have deep knowledge
from the technical viewpoint and base
their leadership on the knowledge gaps of
others.
Prof. Roberto Verdone www.robertoverdone.org
Leadership/2 Hierarchical Negotiating
Systemic
Analytic
The Manager
The Eclectic
The Guru
The Silent
Prof. Roberto Verdone www.robertoverdone.org
Leadership/2 Hierarchical Negotiating
Systemic
Analytic
Steve Jobs
The Eclectic
The Guru
The Silent
Puts facts in relation / Projects alternatives / Solves problems Imposes his/her leadership with energy and authority
The Manager
Prof. Roberto Verdone www.robertoverdone.org
Leadership/2 Hierarchical Negotiating
Systemic
Analytic
Steve Jobs
The Silent
Warren Buffet
The Eclectic
The Guru
Knowledge / Oriented to decision / Not interested in opinions His/her leadership comes from prestige; he knows he is right
Prof. Roberto Verdone www.robertoverdone.org
Leadership/2 Hierarchical Negotiating
Systemic
Analytic
Steve Jobs
The Silent
Warren Buffet
Barack Obama
The Eclectic
First listen, then talk / Analyst / True team member / Empathic His/her leadership is the result of thorough and patient work
Prof. Roberto Verdone www.robertoverdone.org
Leadership/2 Hierarchical Negotiating
Systemic
Analytic
Steve Jobs
Warren Buffet
Barack Obama
Maestro Yoda
The Silent
Contemplative / Listener / Low profile / Thinks out of the box His/her leadership is highly recognised through his/her wisdom
Prof. Roberto Verdone www.robertoverdone.org
Leadership Do you feel you have some sort of leadership? If yes, what kind? If more than one, what is prominent?
Prof. Roberto Verdone www.robertoverdone.org
Leadership Do you feel you have some sort of leadership? If yes, what kind? If more than one, what is prominent? Discuss with your team
Prof. Roberto Verdone www.robertoverdone.org
Leadership Do you feel you have some sort of leadership? If yes, what kind? If more than one, what is prominent? Discuss with your team Tell your team members your answers to the questions above. If you feel you have (had) some leadership, you should support your statement telling a story: a real circumstance that happened to you in the past (at school, at the University, in private life, in sport …) showing you have put in place that kind of leadership. Be prepared to tell the same story at the exam, for discussion.
Prof. Roberto Verdone www.robertoverdone.org
Interactive Session – Teams of up to 7 | 30 min
1. You received via email Team Number, TN. 2. Disconnect from this lecture at the end of presentation of next slide. 3. Join your team (identified through the TN) on TEAMS (button on the
left hand side of the tool). 4. Then, perform Test L (next slide) 5. We will resume the lecture after 30 min from now.
Leadership
Prof. Roberto Verdone www.robertoverdone.org
Listen to each of your team members and discuss with them their statements. If you believe the story they told supports their statement, be ready to endorse them. Then, fill the Google form below: 1) you will make a statement regarding yourself 2) you will endorse / not endorse your group mates
www.robertoverdone.org à Teaching à PMSS à Test L
Test L
Prof. Roberto Verdone www.robertoverdone.org
*** Attendance Check ***
Fill the attendance form
www.robertoverdone.org Teaching
PMSS end of webpage
“Attendance Today”
Prof. Roberto Verdone www.robertoverdone.org
Culture Map
Prof. Roberto Verdone www.robertoverdone.org
Cultural differences are an advantage, should not be a disadvantage Erin Meyer
Culture Map
Prof. Roberto Verdone www.robertoverdone.org
Cultural differences are an advantage, should not be a disadvantage Erin Meyer
Culture Map
Prof. Roberto Verdone www.robertoverdone.org
Cultural differences are an advantage, should not be a disadvantage https://globalleadership.org/videos/leading-others/the-culture-map-2
Culture Map
Prof. Roberto Verdone www.robertoverdone.org
Aptitudes
Prof. Roberto Verdone www.robertoverdone.org
Aptitudes Aptitudes are natural pre-dispositions, personality traits
Attitudes are states of mind (dispositions)
Aptitudes
Skills
Prof. Roberto Verdone www.robertoverdone.org
C = 100 * (x*K + y*S + z*A) [%]
0 < K, S, A < 1 0 < x, y, z < 1 ; x + y + z = 1
K S
Competence (C)
A
Soft Skill
Knowledge (K) Skill (S) Aptitudes (A)
Aptitudes
Prof. Roberto Verdone www.robertoverdone.org
Aptitudes Roberto Vaccani, SDA Univ. Bocconi Atti2de srl
Prof. Roberto Verdone www.robertoverdone.org
Aptitudes MASPI Model YouTube (16 sessions, 3-10 minutes each, in Italian)
Prof. Roberto Verdone www.robertoverdone.org
Aptitudes An interactive game (it takes about 20-25 min)
à Your attitudinal profile à Match with 50+ professional profiles
Invitations sent this afternoon via email Please perform the game tonight or during the week-end. In all cases, no later than Wednesday, 12 am
Prof. Roberto Verdone www.robertoverdone.org
Next Friday people from Atti2de will be with us to discuss with you about your attitudinal profiles. Consider preparing 5-6 slides to present next Friday in 5 minutes:
1) Yourself 2) Your ambitions 3) Your attitudinal profile 4) The matches found 5) Your personal p.o.v.
Registrations by Wed, 12 am via a google form on website
Aptitudes
Prof. Roberto Verdone www.robertoverdone.org
Next Friday people from Atti2de will be with us to discuss with you about your attitudinal profiles. Those performing the public speaking session next Friday will be exempt from the oral presentation and the discussion of the project at the exam (they just have to show up)
Aptitudes
Prof. Roberto Verdone www.robertoverdone.org
Attitudinal Profile • Strength & Energy • Emotional Expressiveness • Vertical / Horizontal • Analytical / Systemic • Limitation / Opportunities • Listening • Analysis • Project • Decision
12 Neuro-aptitudes, N1, ..., N12
Prof. Roberto Verdone www.robertoverdone.org
Attitudinal Profile • Strength & Energy • Emotional Expressiveness • Vertical / Horizontal • Analytical / Systemic • Limitation / Opportunities • Listening • Analysis • Project • Decision Be prepared to RATE yourself:
1: VERY WEAK 2: WEAK 3: AVERAGE 4: STRONG 5: VERY STRONG
Prof. Roberto Verdone www.robertoverdone.org
Attitudinal Profile Determination, resilience • Strength & Energy
• Emotional Expressiveness • Vertical / Horizontal • Analytical / Systemic • Limitation / Opportunities • Listening • Analysis • Project • Decision RATE yourself:
1: VERY WEAK 2: WEAK 3: AVERAGE 4: STRONG 5: VERY STRONG
Prof. Roberto Verdone www.robertoverdone.org
Attitudinal Profile
Ability to express and recognise emotions,
feelings
• Strength & Energy • Emotional Expressiveness • Vertical / Horizontal • Analytical / Systemic • Limitation / Opportunities • Listening • Analysis • Project • Decision RATE yourself:
1: VERY WEAK 2: WEAK 3: AVERAGE 4: STRONG 5: VERY STRONG
Prof. Roberto Verdone www.robertoverdone.org
Attitudinal Profile
Vertical: predisposition to work in hierarchical
organisations Horizontal: preference for environments where
all are peers
• Strength & Energy • Emotional Expressiveness • Vertical / Horizontal • Analytical / Systemic • Limitation / Opportunities • Listening • Analysis • Project • Decision RATE yourself (Vertical):
1: VERY WEAK 2: WEAK 3: AVERAGE 4: STRONG 5: VERY STRONG
Prof. Roberto Verdone www.robertoverdone.org
Attitudinal Profile
Analytical: inclination to dig deep, look into details; passion for technical work Systemic: inclination to have a high-level view,
an overall picture
• Strength & Energy • Emotional Expressiveness • Vertical / Horizontal • Analytical / Systemic • Limitation / Opportunities • Listening • Analysis • Project • Decision RATE yourself (Analytical):
1: VERY WEAK 2: WEAK 3: AVERAGE 4: STRONG 5: VERY STRONG
Prof. Roberto Verdone www.robertoverdone.org
Attitudinal Profile
Limitation: predisposition to work in constrained context, and fulfil req.s
Opportunities: ability to see beyond the horizon,
possibly thinking out of the box
• Strength & Energy • Emotional Expressiveness • Vertical / Horizontal • Analytical / Systemic • Limitation / Opportunities • Listening • Analysis • Project • Decision RATE yourself (Limitation):
1: VERY WEAK 2: WEAK 3: AVERAGE 4: STRONG 5: VERY STRONG
Prof. Roberto Verdone www.robertoverdone.org
Attitudinal Profile
The four steps of the decision process
• Strength & Energy • Emotional Expressiveness • Vertical / Horizontal • Analytical / Systemic • Limitation / Opportunities • Listening • Analysis • Project • Decision RATE yourself:
1: VERY WEAK 2: WEAK 3: AVERAGE 4: STRONG 5: VERY STRONG
Prof. Roberto Verdone www.robertoverdone.org
Attitudinal Profile • Strength & Energy • Emotional Expressiveness • Vertical / Horizontal • Analytical / Systemic • Limitation / Opportunities • Listening • Analysis • Project • Decision
Prof. Roberto Verdone www.robertoverdone.org
Match
Financial Analyst
Prof. Roberto Verdone www.robertoverdone.org
ICT Project Manager
Match
Prof. Roberto Verdone www.robertoverdone.org
Test S4 (via Google Form) www.robertoverdone.org à Teaching à PMSS à Test S4 RATE YOURSELF IN TERMS OF …
• Strength & Energy • Emotional Expressiveness • Vertical / Horizontal • Analytical / Systemic • Limitation / Opportunities • Listening • Analysis • Project • Decision
1 = VERY WEAK 2 = WEAK 3 = AVERAGE 4 = STRONG 5 = VERY STRONG In general, while rating yourself for any of these skills, you have to wander: “if I had to motivate my own rating, what story/event could I tell regarding myself?”
Prof. Roberto Verdone www.robertoverdone.org
Reference Professional Profiles* • Project Manager • Innovation Manager
• System Engineer • Design Engineer • Production Engineer
• Quality Manager • Sales Manager
* For the sake of simplicity of textual descriptions, in the next slides they are
described as if the profile is for men (“He is ...”), but in fact they are gender agnostic. “He is ...” should be read as “He/She is ...”.
Prof. Roberto Verdone www.robertoverdone.org
Project Manager He considers the pros & cons, He has a big picture vision, He is friendly and He
shares ideas with others, He takes opportunities, He always defends his ideas. He gathers information, he compares them and builds different scenarios. He dedicates
instead less time to taking the decision itself. He perceives connections among things, he connects different elements among them, he
is able to deal with complexity trying not to loose details. He is direct with people, cordial and sometimes he keeps a certain distance He likes a lot open organizations, to compare himself with everybody, share decisions and
working in a team. He nurtures his network of relationships, and he likes both to persuade and to be persuaded.
He is open to innovation, but he deals with it cautiously valuing the risks. He likes to defend his position with energy, strength and determination appropriate to the
context. He overcomes obstacles with enthusiasm, he knows how to manage conflicts and he pursues his goals.
Prof. Roberto Verdone www.robertoverdone.org
Innovation Manager He considers the pros & cons, He has a big picture vision, He is friendly and He
shares ideas with others, He takes opportunities. He always defends his ideas. He gathers information, he compares them and builds different scenarios. He dedicates
instead less time to taking the decision itself. He perceives connections among things, he connects different elements among them, he
is able to deal with complexity trying not to loose details. In his relationships he is friendly, direct and open. He likes a lot open organizations, to compare himself with everybody, share decisions and
working in a team. He nurtures his network of relationships, and he likes both to persuade and to be persuaded.
He is attracted by innovation and new experiences, but he does not underestimate risks. He likes to defend his position with energy, strength and determination appropriate to the
context. He overcomes obstacles with enthusiasm, he knows how to manage conflicts and he pursues his goals.
Prof. Roberto Verdone www.robertoverdone.org
System Engineer He considers the pros & cons, He pays attention to details, He is reserverd and He
shares ideas with others, He takes opportunities, He always defends his ideas. He gathers information, he compares them and builds different scenarios. He dedicates
instead less time to taking the decision itself. He concentrates a lot on what he does, he pays attention to details and analyzes the
elements at play trying not to loose the big picture. In his relationships he is friendly, but he keeps a certain distance. He finds himself at ease both in structured contexts with clear roles and precise tasks, and
in open organizations that give him the possibility to compare himself with everybody. He is comfortable both in formal and in informal situations.
He is open to innovation, but he deals with it cautiously valuing the risks. He likes to defend his position with energy, strength and determination appropriate to the
context. He overcomes obstacles with enthusiasm, he knows how to manage conflicts and he pursues his goals.
Prof. Roberto Verdone www.robertoverdone.org
Design Engineer He considers the pros & cons, He pays attention to details, He is reserverd and He
values rules and regulations, He takes opportunities, He always defends his ideas.
He plans and builds possible scenarios useful to decide. He quickly decides among different alternatives.
He concentrates a lot on what he does, he pays attention to details and analyzes them deeply and he does one thing at a time. He likes order, numbers and to define precise deadlines and priorities.
In his relationships he is friendly, but he keeps a certain distance. He likes a lot well-structured organizations, clear roles, precise tasks and well-defined
rules. He appreciates leaders that communicate balance and self-confidence. He is attracted by innovation and new experiences, but he does not underestimate risks. He likes to defend his position with energy, strength and determination appropriate to the
context. He overcomes obstacles with enthusiasm, he knows how to manage conflicts and he pursues his goals.
Prof. Roberto Verdone www.robertoverdone.org
Production Engineer He researches why things occur, He pays attention to details, He is empathic He
shares ideas with others, He evaluates the risksHe always defends his ideas. He listens, gathers information and compares it. His decisions are the result of an efficient
data gathering and analysis. He concentrates on what he does and on the relationships among things trying not to
loose details and the big picture. He is always friendly, balanced and empathetic in all situations, even in unexpected and
conflictual situations. He likes a lot open organizations, where there is the possibility to compare oneself with
everybody, but he can also adapt well to environments where there are rules and regulations.
He is practical and cautious, but he also knows how to recognize an opportunity. He likes to defend his position with energy, strength and determination appropriate to the
context. He overcomes obstacles with enthusiasm, he knows how to manage conflicts and he pursues his goals.
Prof. Roberto Verdone www.robertoverdone.org
Quality Manager He focuses & reflects on things, He pays attention to details, He is reserverdHe
values rules and regulations, He evaluates the risksHe always defends his ideas He listens, gathers information and compares it. His decisions are the result of an efficient
data gathering and analysis. He concentrates a lot on what he does, he pays attention to details and analyzes the
elements at play trying not to loose the big picture. In his relationships he is friendly, but he keeps a certain distance. He likes a lot well-structured organizations, clear roles, precise tasks and well-defined
rules. He appreciates leaders that communicate balance and self-confidence. He is practical and cautious, but he also knows how to recognize an opportunity. He is determined to defend his position only when he feels it is necessary and he only
pursues goals that he considers essential.
Prof. Roberto Verdone www.robertoverdone.org
Sales Manager He focuses & reflects on things, He has a big picture vision, He is friendly and He
shares ideas with others, He takes opportunities, He always defends his ideas. He gathers information and then takes action. His decisions are based on a sufficient
amount of data and are quick. He perceives connections among things, he connects different elements among them, he
is able to deal with complexity trying not to loose details. In his relationships he is friendly, direct and open. He likes a lot open organizations, to compare himself with everybody, share decisions and
working in a team. He nurtures his network of relationships, and he likes both to persuade and to be persuaded.
He is attracted by innovation and new experiences, but he does not underestimate risks. He likes to defend his position with energy, strength and determination appropriate to the
context. He overcomes obstacles with enthusiasm, he knows how to manage conflicts and he pursues his goals.
Prof. Roberto Verdone www.robertoverdone.org
Example of Slide Set for Public Speaking Session
Take them as a hint.
You may feel free to personalise the slide set.
In any case, no more than 6 slides (your time slot for presentation is 5 minutes)
The powerpoint slides will be available on website
Prof. Roberto Verdone www.robertoverdone.org
Your Name Your Nationality
Master Degree you are enrolled in
Expected date of graduation
You can use this slide to introduce you, if you wish you can summarise
the key elements of your CV
Project Management and Soft Skills 2020 My Own Aptitudes
1
Prof. Roberto Verdone www.robertoverdone.org
My ambition
What’s your ambition/goal in professional life? Anything you would like to tell that justifies why you have such an ambition, and/or that motivates why you believe you can reach it
2
Prof. Roberto Verdone www.robertoverdone.org
My Atti2de Profile
Summarise the key elements of your attitudinal profile, which you got as an outcome of the Atti2de test Mention the matches with professional profiles, that you are willing to emphasise/discuss later
3
Prof. Roberto Verdone www.robertoverdone.org
My Atti2de Profile
Copy here the radar diagram you’ve got as an output and present it
4
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My Own Comments
Use this slide to criticise the outcome of the test, or to confirm you feel well represented by it, or whatever you want to express regarding the attitudinal profile emerged through the text.
5
Prof. Roberto Verdone www.robertoverdone.org
Feel free to add one more slide if you wish, for any reason you may have.
6
Prof. Roberto Verdone www.robertoverdone.org
Please perform the game tonight or
during the week-end.
Prof. Roberto Verdone www.robertoverdone.org
Don’t forget your homework!
• Test S4 (via Google Form) by May 13, 12 am www.robertoverdone.org
à Teaching à PMSS
Prof. Roberto Verdone www.robertoverdone.org
Example of questions for the written text • Howard Gardner includes among the seven types of intelligence:
1. Inter-personal, intra-personal, vertical intelligence 2. Inter-personal, intra-personal, spatial intelligence 3. Horizontal and vertical intelligence 4. Emotional Intelligence
• According to Daniel Goleman:
1. The emotional brain is slower than the rational brain 2. The emotional brain is more accurate than the rational brain 3. The emotional brain is faster than the rational brain 4. The rationale brain uses associations
• According to Roselinde Torres leadership is about:
1. Resilience, Diversity, Anticipation 2. Anticipation, Strength, Fortune 3. Anticipation, Visions, Strengths 4. Anticipation, Diversity, Courage
Prof. Roberto Verdone www.robertoverdone.org
See you next week