The Rapid Response Institute

Tag: situational awareness

Dot Bomb 2.0 — ai Style
Are we doing this again with Artificial Intelligence?

On March 10, 2000, a five-year dotcom bubble bursts on the Nasdaq Index. Even blue-chip tech companies lost more than 80% of their market value and it would be 15 years before Nasdaq would see that peak again. “The dotcom bubble, also known as the Internet bubble, grew out of a combination of the presence of speculative or fad-based investing, the abundance of venture capital funding for startups, and the failure of dotcoms to turn a profit. Investors poured money into Internet startups during the 1990s hoping they would one day become profitable. Many investors and venture capitalists abandoned a cautious approach for fear of not being able to cash in on the growing use of the Internet.”
At the height of the dotcom hype, organizations were changing their name (not just the domain) to include this suffix, i.e. Acme.com. This attempt to differentiate almost became silly and the butt of jokes.
Increasingly, this pundit is seeing a similar thought process when it comes to artificial intelligence. The new marketing moniker/domain is now Acme.ai. We predict .ai identification will end in flames as did .com. This is not to say artificial intelligence will go away but that it will become mainstream, just as the Internet did not fade into marketing oblivion. Online business is now just the way we do business and access to it is available to all at a marginal cost that approaches zero.
Branding
Much of this section is adapted from our report prepared for a United Nations Agency.
The concept of the Brand is well established in marketing literature and practice. The Brand is a messaging vehicle that seeks to position all consumers and stakeholders “on the same page.” As discussed herein, it is a powerful construct and may be of useful to the nuclear power sector as it seeks to embody an AI Culture into all stakeholders.
The theory of the Brand Wheel is addressed herein. To address the Key Themes and concerns raised during the conference, it appears that “AI Culture” may need to become a “Brand.” Strong Brands generate a powerful emotional response!
For example, a positive brand such as BMW’s “the ultimate driving machine” (at least in the USA) transcend other issues such as the high cost of maintenance of these automobiles. Negative branding often can never be overcome as the Coca Cola Company learned when they launched “New Coke” in 1985. This company almost ruined a long-standing strong brand!
Construct
We put forth a Brand mental model for debate within the industry. In this section, the construct or set of organizing ideas for consideration are developed.
In accordance with the theory, the AI Culture Brand Wheel (High Level Framework) is composed of two major categories:
Facts & Symbols or those components of the Brand that address the “hard” and often more measurable aspects.
What the Product, Service, or Solution does for ME
How I would Describe the Product, Service, or Solution
Brand Personality addresses the more emotional side of the Brand
How the Brand make ME look
How the Brand makes ME feel
Populating the Wheel
The Groups (developed in a workshop) in the following diagram are believed to be representative of major issues the sector faces. It follows that any marketing message to stakeholders should address their concerns.
These four quadrants were populated with over twenty Groups from the Affinity Diagram process. This is a high-level approach to populate the wheel with the almost 200 AI Culture issues (variables) identified from participants.
The following table shows the Groups by Brand Wheel Quadrant and the Rationale behind the categorization. The focus is on the individual person and how he or she relates to the AI Culture Brand. By extension, how individual stakeholders feel is how their organization or group feels about the Brand.
The Brand Wheel is an easy-to-use model that helps organization position themselves in crowded market segments.
Graphically, these Groups are shown in the following figure. Seven Groups fall in the top two quadrants as more tangible variables (Fact) by nature and four in the Personality quadrants. One can surmise that a Brand such as Systemic AI Culture would require substantial “technical” support to be credible.
The intangible Groups can be considered the Brand emotional delivery mechanisms. Collectively, the Systemic AI Culture Brand can be considered a key aspect the industry Go-to-Market strategy—selling Systemic AI Culture.

Similar to the way an Affinity Diagram adds high value to the team doing the work, developing the Brand Wheel adds significant value to the process itself. Figures and charts are visual representations of concepts that are highly appealing. The Brand Wheel is one method supported by the Affinity Diagram to capture a large set and sometimes conflicting issues into a model individuals can grasp and internalize.
Finalizing the Brand
A brand Tag Line would be helpful to etch the construct into the minds of all stakeholders. For example, High Reliability Management used the concept of Mindfulness—the practice of maintaining a nonjudgmental state of heightened or complete awareness of one’s thoughts, emotions, or experiences on a moment-to-moment basis, also such a state of awareness (situational awareness).

Concluding Thoughts
To be clear, branding is not the end game in marketing but one of many prongs used to achieve strategic advantage and greater shareholder value. It is a convenient framework that captures the essence of who the organization is. This approach is immensely more successful than simply attaching .ai to the organization name, hoping for differentiation. Any competitor can do exactly the same thing.
Earn your value the old fashion way, with viable products that solve problems, customers, profits and return to shareholders. Forget about the hype!

Is your organization taking Rudyard Kipling’s advice to his son, “If you can keep your head when all about you are losing theirs and blaming it on you, if you can trust yourself when all men doubt you,
but make allowance for their doubting too!”

Pre order our new book

Navigating the Data Minefields:

Management’s Guide to Better Decision-Making

We are living in an era of data and software exponential growth. A substantive flood hitting us every day. Geek heaven!  But what if information technology is not your cup of tea and you may even have your kids help with your smart devices? This may not be a problem at home; however, what if your job depends on Big Data and Artificial Intelligence (AI)?

Available June 2025

Ordering Information

We are also pleased to advise our loyal readers that CRC Press has accepted our proposal for this forthcoming book, Nonlinear Big Data and AI-Enabled Problem-Solving: Transforming From A Spreadsheet Society.  Stay tuned for more details.

For More Information
Please note, RRI does not endorse or advocate the links to any third-party materials herein. They are provided for education and entertainment only.
See our Economic Value Proposition Matrix® (EVPM) for additional information and a free version to build your own EVPM.
The author’s credentials in this field are available on his LinkedIn page. Moreover, Dr. Shemwell is the coauthor of the 2023 book, “Smart Manufacturing: Integrating Transformational Technologies for Competitiveness and Sustainability.” His focus is on Operational Technologies.
We are also pleased to announce our forthcoming book to be released by CRC Press in June 2025, Navigating the Data Minefields: Management’s Guide to Better Decision-Making.  This is a book for the non-IT executive who is faced with making major technology decisions as firms acquire advanced technologies such as Artificial Intelligence (AI).
“People fail to get along because they fear each other; they fear each other because they don’t know each other; they don’t know each other because they have not communicated with each other.” (Martin Luther King speech at Cornell College, 1962).  For more information on Cross Cultural Engagement, check out our Cross-Cultural Serious Game. You can contact this author as well.
For more details regarding climate change models, check out Bjorn Lomborg and his book, False Alarm: How Climate Change Panic Costs Us Trillions, Hurts the Poor, and Fails to Fix the Planet.
Regarding the economics of Climate Change, check out our blog, Crippling Green.
For those start-up firms addressing energy (including renewables) challenges, the author can put you in touch with Global Energy Mentors which provide no-cost mentoring services from energy experts. If interested, check it out and give me a shout.
April 28, 2025
Business Snake (BS) Detector
With a Big Smile and a hand stretched out, customers are greeted as if they are long lost cousins.
Sound like the used car sales guy of the 1950″s? Perhaps, but still fairly typical today in many cases. So how does one assess the honesty of a business executive, sales representative, customer service or anyone we meet in a business setting? From one academic source, liars with evil intent may display some of the following traits:
There will likely be physical signs.
They’ll repeat the same story over and over.
They’ll be oddly chronological.
They’ll speak more eloquently.
They’ll drop or change pronouns.
Their sentences may be full of qualifiers.
We teach our children to beware of strangers–Stranger Danger! However, have you ever seen a very young child recoil when something does not seem just right? In this pundit opinion, babes are born with an understanding that not everyone is a good guy. This innate situational awareness (0pen this link, it is a wealth of information regarding personal safety) is in all of us.
I have always loved this song. It has a very clear message. a snake is a snake is a snake. So it is with business snakes. Their spots will not change.

How many of us have lost corporate political battles to outright liars? All, I suspect. Some interesting approaches towards deal with liars include:

Copying Tips

Be on guard and prepare

Keep records

Keep the focus on the relationship

Know not to trust behavior in the heat of the moment

Ignore them

Be patient

Don’t feel the need to call them out on everything

Confronting the Liar

Offer a way out before you address the lie

Disrupt the habit over and over

Allude to their lying patterns

Suggest therapy

Understanding the Liar

Know the difference between a pathological liar and a scumbag

Understand why they lie

Know they may hate who they actually are

Take care of yourself

The world is full of liar, criminals and other miscreate. The organizational world is a mirror of any society, so set your expectations accordingly. Moreover, as we know from cyber crime and scams evil does evolve. Make your your snake detector evolves as well.

How do you know if some seeks to take advantage of you or your organization?
For More Information
Please note, RRI does not endorse or advocate the links to any third-party materials herein. They are provided for education and entertainment only.
See our Economic Value Proposition Matrix® (EVPM) for additional information and a free version to build your own EVPM.
The author’s credentials in this field are available on his LinkedIn page. Moreover, Dr. Shemwell is a coauthor of the just published book, “Smart Manufacturing: Integrating Transformational Technologies for Competitiveness and Sustainability.” His focus is on Operational Technologies.
“People fail to get along because they fear each other; they fear each other because they don’t know each other; they don’t know each other because they have not communicated with each other.” (Martin Luther King speech at Cornell College, 1962). For more information on Cross Cultural Engagement, check out our Cross Cultural Serious Game. You can contact this author as well.
For more details regarding climate change models, check out Bjorn Lomborg ands his latest book, False Alarm: How Climate Change Panic Costs Us Trillions, Hurts the Poor, and Fails to Fix the Planet.
Regarding the economics of Climate Change, check out our blog, Crippling Green.
For those start-up firms addressing energy (including renewables) challenges, the author can put you in touch with Global Energy Mentors which provide no-cost mentoring services from energy experts. If interested, check it out and give me a shout.
May 28, 2024
And Just Like That!

Often attributed to the movie character, Forest Gump the title phrase can be interpreted as an abrupt change in one’s life.

The past few years have brought significant changes to many of us. Illness, job change, moving to a new location, kids out of school and so it goes. Disruption can be intimidating, yet it need not be so.
Life is all about change. We move from infancy to youth, adulthood and so on. In each phase our interests and environment are different. Moreover, we often seek change. The celebration upon one’s 16th birthday and getting a driver’s license. In my case turning 25 when my car insurance cost was lowered.
Society is moving into an era whereby an individual can expand his or her horizon. No longer is a college degree seen as the price of entry. Non graduates now have access to IT positions as well as management and other high paying skills. The focus is moving from having mountains of college debt to having the desire to achieve. Additionally, the Great Resignation movement is taking root too.
So What Happens Now?
In our 2oo9 White Paper, Rapid Response Management: Thriving in the New World Order we coined the term, Velocity of Information which we defined as, “Similar to the economic theory, Velocity of Money, it is the frequency at which information is exchanged.” Who would have dreamed today’s volumes would be so massive. Now we are awash in information and disinformation. Decisions that depend on valid and reliable data are more difficult, not less.
However, life’s disruptive moments can force us to move forward in another direction. The recession in 1974 required that this then young individual to more to Louisiana and enter the oil and gas sector. This was not on my radar at all as late as two months earlier when a recruiter called.
This life changing moment was not based on valid and reliable data as ‘I did not have clue’ what I was getting into. Rather the decision was made with almost no knowledge of the subject. Fifty years later, the rest as they say is history.
When one door closes, another opens.
New Relationships
We have previously discussed the RBC Framework; Relationships, Behaviors, Conditions (aka the situation). This straightforward model was developed in 1993 to study International Negotiations and we have found it convenient for all manner of human interaction assessments.
The military refers to the (true)knowledge of one’s environment as Situational Awareness. In other words if one has a good understanding of what is happening around them, their behaviors should reflect that knowledge. Subsequently, relationships may change including making new one or leaving old ones. In my case, the move to Louisiana and entering a new sector is a good example.
Going Forward
Forest Gump embraced change and excelled at a number of things despite his handicap. Disruption was not a threat but an opportunity. Like Louis Pasteur, one can prepare for change even if the next step is not immediately clear.
Finally, “The economist Joseph Schumpeter was the first to coin the term “creative destruction.” Creative destruction is the destruction of old markets and those active in them through innovation, & inventing of new markets, this can be new technologies, methods, business models, services, or products.” One can argue that the creative destruction cycle time is very short today.
What are you doing to prepare for your next step?

For More Information
Please note, RRI does not endorse or advocate the links to any third-party materials herein. They are provided for education and entertainment only.
The author’s credentials in this field are available on his LinkedIn page. Moreover, Dr. Shemwell is a coauthor for an in press book (to be released in Spring 2023) titled, “Smart Manufacturing: Integrating Transformational Technologies for Competitiveness and Sustainability.” His focus is on Operational Technologies.
“People fail to get along because they fear each other; they fear each other because they don’t know each other; they don’t know each other because they have not communicated with each other.” (Martin Luther King speech at Cornell College, 1962). For more information on Cross Cultural Engagement, check out our Cross Cultural Serious Game. You can contact this author as well.
For those start-up firms addressing energy (including renewables) challenges, the author is a member of Global Energy Mentors which provide no-cost mentoring services from energy experts. If interested, check it out and give us a shout.

January 24, 2023
Agility, Resiliency and Sustainability: Needed Now More than Ever

This pundit and his firm have long been proponents of building organizational cultures that provide firm the capability of adjusting to ‘events on the ground’ quickly with strong Situational Awareness. Moreover, when adversity raises its ugly head, the response of a High Reliability Organization enables the resilience to adjust and go forward. Finally, stakeholder value is destroyed if the organization does not have a viable economic future.
In the last few editions of this series, we addressed a number of high impact and potentially negative situations and the forces at work. We continue to make the point, that organizations ignore these signals at their peril.
First Contact
“The German field marshal, known as Moltke the Elder, believed in developing a series of options for battle instead of a single plan, saying “No plan of operations extends with certainty beyond the first encounter with the enemy’s main strength.” Today, “no plan survives contact with the enemy” is the popular reconfiguration of this concept.”
In such an environment, P:lan B.,C, D et al. may not be fluid enough. Having the ability to jump to Plan Z or no previous option, is what wins military and organizational battles. In 1944, George Patton famously turned an entire army, in the middle of winter 90 degrees to relive defenders known as the Battle of the Bulge. It was tis type of audacious decision making and effective action that won World War II. This is a model for contemporary organizational behavior, and the basis of our Relationships, Behaviors, Conditions (RBC) approach to agility, resiliency and sustainability in today’s world.
Elite Athletics
In addition to military models, athletics is another allegory for business executives to follow. In 2009 we released our White Paper, Rapid Response Management: Thriving in the New World Order. In that document, we developed the Rapid Response Management Matrix.
In this model we compared organizational Fitness Maturity as a function of its ability to Recover (catch your breath and move on to the next play). Value of course is highest for those that are in the best ‘shape.’
Preparation, Preparation, Preparation
We have discussed this issue before. In our June 22, 2018 blog, we quoted race car driver Bobby Unser, “Success is where preparation and opportunity meet.” Additionally, Louis Pasteur taught us. “Chance favors the prepared mind.”
Sports teams, the military and dance troupes as well as others practice incessantly. It is the only way to keep at the top of ‘your game.’ Businesses, not so much.
Choreography
Much like a Broadway musical, organizations need to understand and assure all the moving pieces (and people) work together. For example, a decade or so ago an energy services company sought to understand how NASCAR choreographed ‘pit stops.’ There goal was to see if best practices could be used by the field operations teams.
Into 2023
Years ago in the middle of yet another oil bust, a colleague paraphrased the old Chinese curse by saying, “May we live in less interesting times.” Be that as it may we live in interesting times and must respond accordingly.
How are you and your organization preparing for the uncertainty of the near future?
For More Information
Please note, RRI does not endorse or advocate the links to any third-party materials herein. They are provided for education and entertainment only.
The author’s credentials in this field are available on his LinkedIn page.
“People fail to get along because they fear each other; they fear each other because they don’t know each other; they don’t know each other because they have not communicated with each other.” (Martin Luther King speech at Cornell College, 1962). For more information on Cross Cultural Engagement, check out our Cross Cultural Serious Game. You can contact this author as well.
For more insight regarding the economics of Climate Change, check out our recent blog, Crippling Green.
For those start-up firms addressing energy (including renewables) challenges, the author is a member of Global Energy Mentors which provide no-cost mentoring services from energy experts. If interested, check it out and give us a shout.

October 17, 2022
ESG Explained
According to Investopedia, “Environmental, social, and governance (ESG) criteria are a set of standards for a company’s operations that socially conscious investors use to screen potential investments.” Definitions of the three components are pretty straightforward:
- Environmental–Generally refers to the stewardship of the planet and how organizations facilitate that responsibility.
- Social–Facilitating organizational responsibility to the global society, at all levels from the globe to the local communities firms operate in.
- (Corporate) Governance–Typically, the umbrella organizations put in place to assure issues such as transparency, fraud, safety culture and ethics are in compliance with social norms and local regulations.
Since the Deepwater Horizon incident of April 2020, operators (oil and gas companies) have extended and enhanced the above criteria to their supply chain ecosystem and in some cases even customers with a Safety and Environmental Management System (SEMS). This is true of most other Critical Infrastructure sectors as well.

Likewise, the Sarbanes-Oxley Act of 2002 enhanced transparency and increased fraud protection after the Enron (and other) scandals. Other incidents have triggered governance changes as well and some are referred to in linked materials.

Why Is ESG Important?

By one account, approximately $12 trillion in investments made in 2018 were driven by those who consider themselves socially responsible. According to Forbes, in 2019 this accounted for almost 25% of total investments and are seen through the lens of sustainability. Moreover, between 2016 to 2018, the growth rate in such firms grew at 38 percent.

These numbers confirm our research going back to the turn of the century and perhaps earlier. In 1993 we controversially posited that the Principles of Scientific Management were applicable to software development by Knowledge Workers. Developed by Frederick Taylor, his monograph was published circa 1911.

In other words, owners (investors) have always demanded top notch, legal and ethical performance. Activist investors, i.e. Carl Icahn are not new. As always, they have a very important role to play in the current markets.

Asset/Equipment Integrity Governance

There is a buzz of newness to ESG; however, from a contrarian perspective, this is not necessarily the case. After the Deepwater Horizon failure with significant loss of live and many billions in economic losses to many parties including BP, it became clear that traditional Governance models did not have a focus on operations and the management of capital assets, i.e., manufacturing plants, marine vessels and other revenue producing sources.

In our book we addressed a New Risk Environment from large corporate operations in which ‘failure is really not an option.” We stated as a risk element, “Escalation of Consequences: The level of consequences of a disaster in the energy industry can now be larger than from the accidental release of a multi-megaton nuclear weapon.”

Still governance models continued to struggle. We believe that in the critical infrastructure sectors there is a lack of strong bonding, in other words top management is still hands off and operating from historical ‘control’ models that are no longer relevant or applicable.

We do not believe this will change until a Strong Bond (tightly coupled) model is adopted. We define the term as, “A strong model is used by High Reliability Organizations (HRO) and as part of that model, trained; knowledgeable personnel are empowered to make the right decisions in the field. The strong model provides an organization with the capability to become and remain and HRO.”

In 2011, we released our monograph, Asset/Equipment Integrity Governance: Operations–Enterprise Alignment; A Case for Board Oversight (AEIG). In addition to developing a financial model documenting the Return on Investment (ROI) from strong governance, a Compliance Model, as well as a robust AEIG Matrix which incorporates an Asset Maturity Model are part of the solution.

The AEIG extends the enterprise governance model to include the full ecosystem including subcontractors to its primary supply chain partners. While not directly addressed at the time, Diversity, Equity and Inclusion (DEI) is implicit in the model.

This roadmap is comprehensive and is a good starting point for developing and implementing a vigorous ESG initiative. Other monographs in our Changing the Dialogue series (exploring our New Business Dynamics) include Structural Dynamics and Rapid Response Management are available online.

Relationships, Behaviors, Conditions

Scroll down on The Rapid Response Institute, Operational Excellence Platform page and you will find our R B C Framework Cultural Transformation model. Shown below for ease of readership.

The R B C model was originally developed to research international (cross cultural) negotiations. We have extended it to support the transformation process to a robust and model organization culture such discussed herein. Readers should note that this model is focused on Operational Excellence and is comprised on Processes & Methods supported by Enabling Tools.

Built on Structural Dynamics which was developed as part of Dr. Shemwell’s doctoral dissertation in 1996. It is defined as, “The morphology or patterns of motion towards process equilibrium of interpersonal systems.”

This proven Framework is grounded in Management Science yet is a useful tool (Roadmap) that real originations can successfully and cost effectively implement. We believe it is the best approach for attaining ESG.

Summary

One can view the current ESG status as part of a continuum to hold organizations accountable as appropriate and frankly, increase their Operational Excellence. We have long known that firm’s that are well managed command superior stock market multiples and greater equity value.

Many ‘self-serving’ consultants and pundit would have us believe ESG is breakthrough Thought Leadership in need of their help. Nothing could be further from the truth.

In the early 1990s, we document the history and evolution of Management Science/Thinking. It is not written in stone, like most human endeavors it evolves and has for thousands of years. ESG is a step in this continuum.

How is Your Organization Addressing the Requirements of Active Investors?

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Please note, RRI does not endorse or advocate the links to any third-party materials. They are provided for education and entertainment only.

For more information on Cross Cultural Engagement, check out our Cross Cultural Serious Game. Two current online games; Safety Culture and Diverse Teams specifically address issues raised by ESG Criteria. If you have any questions, please contact this author as well.

Graphic Source: The Rapid Response Institute derived from a Storyblocks image under license.
April 25, 2022
Are Your DEI Wheels Spinning?

Originally published as a LinkedIn article on July 6, 2021, this updated version is reprinted here with the permission of the author. Links to relevant sources are added.

Lately, many LinkedIn posts bemoan the state of Diversity, Equity, Inclusion (DEI) initiatives. The seeming slow take up of great ideas.

Some argue that DEI initiatives are no more than window dressing or organizational efforts to stave-off litigation. To others, they have the appearance of one more management initiative that if waited out will simply go away like so many others before.

Fundamentally, DEI initiatives require change. A change of (B)ehaviors in the face of seemingly new situations or influencing (C)onditions (Circumstances, Capabilities, Cultures, Environments). When these two variables evolve, so do exiting (R)elationships. The RBC model is well established in social science and was first used to model Cross-Cultural (international business) Negotiations.

It is multi-dimensional including a temporal schema capable of addressing numerous aspects of human behavior. Furthermore, it encompasses cultural as well as other situational aspects such as individual backgrounds.

We tested this model using Japanese and American executives. This culturally diverse group needed to develop a level of trust if negotiation outcomes were to be successful.

Likewise, successful DEI initiatives require that culturally diverse groups develop a high level of trust among those working together and/or members of teams.

“Tell Me and I Forget. Teach Me and I Remember. Involve Me and I Learn”

Attributed to Benjamin Franklin, this quote tells us all we need to know. The so-called Death by PowerPoint lecture long in vogue are often forgettable. Instruction, along with the homework prerequisite and tests are traditional methods. Finally, engaging individuals, teams, departments and even entire organizations can create long standing sustainable knowledge that is the basis for behavioral transformation.

Paper based serious games or “games whose purpose is other than entertainment” originated in the late 1960-70s. In a nutshell, this is an interactive training solution. Subsequently, online serious games can incorporate actual scenarios designed to immerse players solving real world challenges.

Rather than a video game whereby players engage with electronic decision trees, human-to-human serious games train players/teams to deal with diverse yet real colleagues. Collaborative scenarios direct participants to collectively solve problems while learning how their culturally dissimilar counterparts address the same challenge.

Scenarios can drive engagement by all players including those who may not be typically involved in decision making processes. This is also a safe, no-harm no-foul environment with little to no individual decision-making risk.

Transformation

Any successful ‘change’ initiative must answer the What’s in It for Me? question. Humans may resist change if they do not see personal value from such actions. Moreover, while senior executive leadership is required, heavy handed top down My Way or The Highway may result in direct resistance, and/or a more crowed freeway to the exit ramp.

For example, the current version of the smart phone was first available circa 2007. According to Statista, approximately 1.38 billion smartphones were sold in 2020. Likewise, over 46 percent of the global population own these devices.

What does this have to do with DEI? In 2006 cellphones were great and becoming ubiquitous. No one knew they needed a smartphone. Our collective Behavioral transformation was caused because the What’s in it for Me question was answered.

One component of the Conditions criteria, Capability changed as this technology enabled individuals to drive new behaviors based on Apps that emerged. The resulting transformation in our Relationships is well documented, i.e., the use of text as opposed to voice.

Sustained transformation requires continued energy. The term ‘initiative’ implies a short-term event and one that will pass.

Trust must be established and maintained. Over time, sustained energy will result in critical mass, or the (statistically significant) number of individuals engaged and trusting each other. This self-sustaining energy is transformation.

Reframing DEI Initiatives into the RBC Framework can enable dramatic and rapid transformation. Take advantage of these types of cross-cultural models.

For More Information

Please note, RRI does not endorse or advocate the links to any third-party materials. They are provided for education and entertainment only.

For more information on Cross Cultural Engagement, check out our Cross Cultural Serious Game

We presented, Should Cross Cultural Serious Games Be Included in Your Diversity Program: Best Practices and Lessons Learned at the Online Conference, New Diversity Summit 2020 the week of September 14, 2020. Check Out this timely event and contact the organizer for access to the presentations!!

You can contact this author as well.

July 20, 2021