The learning material and contents provided by the AltanaESP Network & System, frequently make use of terms and concepts that aren't all that familiar to most people. This glossary - AltanaESP Terms and Concepts - is a collection of the constructs (i.e. words, terms & concepts) often used in AltanaESP materials and content. This glossary act as a source of reference to enhance the contextual meaning and understanding of these "odd" terms and concepts. Words and/or phrases hold different meanings for each person. Therefore, it is a sensible idea to "define" the constructs used and to "place every body on the same page" when dealing with such constructs. You, the reader - most likely - have quite a different definition for, understanding of or perspective regarding such constructs... and that is fine! However, within the Altana... Electronic Support Platform (i.e. Network and System), the various terms, concepts and implications are quite specific and contextual.

Therefore, each word, term or concept - included in this glossary - serve as a "resources tool" to promote understanding and context when dealing with or exploring AltanaESP materials and contents.


Browse the glossary using this index

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G

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Gap or THE GAP, in an AltanaESP context, literately means and implies...
  • a break or opening
  • gap between what IS and what COULD or MIGHT be
  • an empty space or interval and/or interruption in continuity
  • a wide divergence or difference and disparity
  • a gap between expectations/ideals/goals and performances/actions/behaviours
  • a difference or disparity in attitudes, perceptions, character or self-growth
The Gap

KeyThus, bridging the gap GET IT! implies to take ACT.ion... NOW!
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A Generalist-Specialist indicate or describe a person's ability to use and apply his/her field of expertise (i.e. his/her specialty) within a wide range or relevant situations, circumstances or events (i.e. being a generalist) as required by that specific circumstances and context. Thus, indicating NOT to be restricted to a specific area of functioning (expertise) alone. Therefore, generalist-specialist is the ability to establish and maintain a positive interdependent functioning and valued contribution within any group, regardless the diversities of its members. Being a generalist-Specialist also imply or refer to the efficient transferability of skills.

For example...
Constructing a bridge over a river, requires a specific combination of people (also know as a project team), consisting of various specialist areas to execute a variety of tasks and functions in their strive to achieve a synergistic goal.
  • Pre-planning phase: A surveyor to determine coordinates and alignment of the bridge over the river and provide his information to the project leader, that in turn relay the information to the rest of the people involved.
  • Planning phase: Civil engineer to plan the foundation and plan the preparation of the area for construction. A Structural engineer to design the bridge and a Geo Technician to tests the area and determine ground and bridge foundation strengths.
  • Execution phase: Contractor which coordinate piling, shuttering steel, concrete casters, bridge bearing, pre-stressing and curing of concrete specialists or specialists teams.
  • Managing and coordinating: Civil engineer and Structural engineer to control specifications, quantity surveyor to determine pay out amounts and financial administrator to make pay-outs.
Based on the above example, you should be able to observe that a number of specialist must cooperate and contribute their respective skill (surveying, engineering, construction, financial, ...etc.) to achieve a specific goal (e.g. build a bridge). Each are required to except responsibility for his/her particular function, BUT should execute his/her task within the parameters of group accountability and the synergistic goal to build and complete the bridge as quickly and as cost efficiently as possible. The concept or principle of generalist-specialist - today - is widely applicable for all kinds of activities that we undertake to accomplish something worthwhile - both in our personal and professional life - and which is intimately linked to the independent-team player concept.
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The generations theory - originating from the book Generations (ISBN 0-688-11912-3) published in 1991 by William Strauss and Neil Howe - describes a cyclical theory of history based on repeating generational archetypes. It primarily examines Anglo-American history by dividing it into seasonal cycles of history. A cycle is about 90 years long - the length of a long human life - and is further divided into four "turnings" of about 22 years long which represents the average period between birth and adulthood. Children raised during a particular turning share similar historical and cultural experiences, resulting in distinct generational types. The theory also suggests that interactions between generations could explain why major crises tends to occur.

Although generations theory and related references are frequently referenced in academic articles and studies, many academics do not find the theory compelling. Maybe it is so, because they fail to approach a human crisis or phenomenon from a holistic point of view.

IMPORTANT Despite the academic, scientific and philosophical controversy surrounding the Generations Theory, it still has one basic lesson to teach us... our perspective and point of view on life, depends on the time and space in which we functions. FOR EXAMPLE A 33 year old in a "Middle Ages" space, would perceive and view life completely different from a 33 year old in a "20th Century" space (i.e. same time, different space). Furthermore, a 33 year old in the 20th Century would also perceive and view life completely different from a 55 year old in the same 20th Century space (i.e. different time, same space).

Key Time and space (i.e. our time realm) determines or awareness and consciousness of how we perceive reality of life!
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The result of an acute blind pot is that we unwittingly step into some form of inhibitory trap in life.
The good intention trap always starts off with noble intentions and praiseworthy ideas. But somehow along the line the commitment is lost and all that remains is disillusioned people, crushed expectations and lip-service to the original intentions. The following scenario explains and illustrates the result of the good intentions trap...

THE PROBLEM:


An event grabs the attention of most people and triggers us into taking some urgent actions. Quite often there is a realization that we cannot "go it alone" so we "muster the troops" to deal with the hazard. "We all have to pull together" is our message, and we convince others to put THEIR collective shoulders to the wheel, to work as 'n tight-knitted team and even to make all kinds of sacrifices for the common good of all.

COMMITMENT:

It worked! Things are returning to normal and things appear to get better. The "whistle blower" (leader/manager/parent) parade around motivating his "troops" and encourage them to "tell me what you think". The "troops" discover that their ideas count and their opinions matter, so they start feeling important... and increase their efforts accordingly. There is a sense of achievement and their aspirations and expectations rises.

COMPLEXITY:

Sooner or later the environment changes, ...yet again. It becomes unfamiliar once again. The initial "fit" between problem, solution and action, becomes uncomfortable and new responses and/or actions are called for. Decisions must be made under the mounting pressures of responsibilities, deadlines, limited resources, time constraints, shrinking markets, rising prices, cutting costs, failing equipment, unemployment, spiralling debt, new ideas, technologies, philosophies, ...etc., ....etc., ....etc. The "whistle blower" (leader/manager/parent) withdraws and isolate him/her (often with his peers) behind "closed doors" to think, plan and strategize in peace and quiet. When some of the "troops" pops in to offer assistance, information, ideas or advice - often he/she/they are snapped at with - "Not, now I am busy"; "This would never work"; "Good idea, put it on paper and we could discuss it the next chance we get"; "It's never been done before", "We already identify an expert to deal with it"; "The situation are much more complex than you think and hundreds of other halting responses along similar lines, sending a hidden or implied message - loud and clear - that "troops" are there to "fight" (to do or execute) not to think. Thus, "tell me what you think" implies the encouragement and sharing of ideas, with little or no intention to listen to it, nor to consider it and accommodating it is out of the question.

C H A R G E ! ! ! !

The tougher things get and the closer the looming crisis is perceived, the more forceful the "leader(s)" acts. He/she/they often reverts to a "Rambo management style": Few words and plenty of action. When others sense that these actions is actually stirring more trouble, create more problems than solving them or moving to fast and they attempt to persuade him/her/them that there could be other ways of dealing with things, he/she/they cuts them of with all kinds of financial facts, figures and possible threats lurking beneath the surface (e.g. balance sheets, statistics, demons. conspiracies and the likes) and ultimately resorts back to a simple: "Don't you argue - just do as I command!" Thus, they (the troops) shut up and shut off his/her/their (the leader or leaders) riches source of help, inspiration and energy to recover from the slump, hazard or threat.

CRISIS:

Once the climate (culture) of "encourage participation and not accepted it in the end" is well and truly established. The organization, family, company, church or institution maintain a combined functional effort of doers and executioners, where enthusiasm and energy is subtly smothered after a brief moment of refreshing eruption. Ironically, initial success is also the surest prescription for failure in the end, because when people learn to do things well, they keep on repeating it and invest more time, energy and money in it (thus, remaining doers and executioners). The trouble is that when people's aspirations starts a downwards curve, their outputs (productivity) will eventually follows and it becomes extremely difficult - if not impossible - to turn things around.

Key When things are running smoothly, with only a few hick-ups here and there, it is easy to talk and make certain implied promises; but to walk your talk when things is tough isn't that easy. Hence the good intentions trap... When the going gets tough... "noble intentions" start to panic.
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Collaboration tools to enhance cooperation and co-creation productivity.

Google Docs is an online collaboration tool platform that allow a number of individuals to work on a document simulation and in real time. Collaboration can be done via instant messaging, VOIP or Skype.

For additional information visit their website.

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