Death comes to all of us at some point. Have you thought about how you would feel when the time comes for you to die? Have you considered if you would have any regrets about how you led your life?
A palliative nurse who counseled dying patients in the final weeks of their lives took the liberty to record the most common regrets among them.
I believe in learning from the experiences of others. Having the insights of people who have lived to the end of their lives is strikingly helpful in living our best lives. Rather than reiterate the details of their regrets, I’m going to share them briefly and provide suggestions on how we can ensure that these regrets don’t become our regrets on our deathbeds someday. While we can’t change our past, we can change the present and the future. How our lives pan out from here is dependent on what we do starting today.
"Research has long shown that visualisation can lead to better recall and learning. As a trainer, you can exploit visualisation to your advantage. One area where visualisation is useful is when recapping on content already covered or at the end of a course. This exercise helps you to take advantage of the power of visualisation.
The visualisation produced in this exercise can also act as a reminder for the delegates and will help to reinforce associations and memory."
Encyclopedia of improv games, improv terms, formats, and references. Whole site can be downloaded as a PFD booklet.
Improv Encyclopedia is the largest collection or resources for improvization theater on the web. Here you will find tons of stuff related to improvization theatre.
For those not particularly looking for improv-related material we feature:
Icebreakers: games or activities that help "break the ice" at events where there are lots of people who don't know each otherWarm-ups: games to get people in a playful moodgames and exercises to promote group Group Trustexercises and games to encourage Spontaneitylots of drama and theater Games
There are three things that astound me about most organizations: The cro-magnon way performance reviews are done; the pitiful way brainstorm sessions are run and; the voo doo way decisions are made.
What follows is an elaboration of the third -- 12 common phenomena that contribute to funky decision making. As you read, think of the teams you work most closely with, which of these behaviors describes them, and what you can do to change the game.
I've long been inspired by an idea I first learned about in The Artist's Way called morning pages. Morning pages are three pages of writing done every day, typically encouraged to be in "long hand", typically done in the morning, that can be about anything and everything that comes into your head. It's about getting it all out of your head, and is not supposed to be edited or censored in any way. The idea is that if you can get in the habit of writing three pages a day, that it will help clear your mind and get the ideas flowing for the rest of the day. Unlike many of the other exercises in that book, I found that this one actually worked and was really really useful.
I've used the exercise as a great way to think out loud without having to worry about half-formed ideas, random tangents, private stuff, and all the other things in our heads that we often filter out before ever voicing them or writing about them. It's a daily brain dump. Over time, I've found that it's also very helpful as a tool to get thoughts going that have become stuck, or to help get to the bottom of a rotten mood.
750 Words is the online, future-ified, fun-ified translation of this exercise. Here's how it works...
“Mirror, mirror on the wall, who is the fairest one of all?”
“Life transforming” is how I would call Chris Argyris's seminar at Harvard. (...) Chris discovered tha tmanagers operate according to one of two models: unilateral control or mutual learning. Managers who practice unilateral control assume that they are right and anyone that disagrees with them is wrong; mutual learners assume that diverse perspectives may be valid and worth exploring. Chris found that all managers he studied operated according to the unilateral control model. It took some serious deprogramming and skill building to switch to the mutual learning model.
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