# data[].attributes.body
(n)state
condition
situation

Example:

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Expand(v)
Spread out(v)
Enlarge(v)
Example:
We are hoping to expand our range Of products

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(v)consider

think
imagine

Example:I consider of everything before I do

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(Adv)Subjective:
influenced by someone's beliefs or feelings, instead of facts
Example: a subjective judgment

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Objective and Subjective are different terms based upon the arguments they are presented upon. Subjective is a viewpoint, idea, thinking or a judgment of a person or a group of people. It is not based upon verified facts. Objective is the verified experimental information that can't be denied. Objective information is suitable for decision making while subjective is ill-suited for decision making.

Objective is the verified experimental information that can't be denied. Objective statements are clear, analyzed, measureable, observable and defined. Objective statements are purpose oriented and used for decision making. Objective information don't vary and remain same everywhere. Objective statement suits for news reporting.

Subjective

Subjective is a viewpoint, idea, thinking or a judgment of a person or a group of people. It is not based upon verified facts. Subjective statements are the beliefs, assumptions or rumors. Subjective statements are not suited for decision making as they don't based upon facts. Subjective information may vary from person to person, place to place and time to time. Subjective statement is not suitable for news reporting.

Key Differences

Objective is a verified statement while subjective is a non-verified statement.

Objective information don't vary while subjective information may vary from person to person.

Objective is the actual truth or very close to the truth while subjective can be wrong and far away from the truth.

Objective is measureable and observable while subjective is neither measureable nor observable.

Objective is based on the facts while subjective is based upon personal opinion and judgment.

Objective information is suitable for decision making while subjective is ill-suited for decision making.

Objective statement is suitable for news reporting while subjective statement is not suitable for news reporting.

News and books are based upon objective statements while novels, editorials and comments are mostly subjective based.

Video Exploration

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Difference between Objective and Subjective

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Report Content Issue: * Copyright Infringement Spam Invalid Contents Broken Links Your Name: * Your Email: * Details: * Submit Report Contents1 Main Difference2 Objective3 Subjective4 Key Differences Main Difference Objective and Subjective are different terms based upon the arguments they are presented upon. Subjective is a viewpoint, idea, thinking or a judgment of a ...

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(N)Objective:Aim
Example:Everyone have to  have an objective in life

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Published on
KISS Change Model

Stacey Ashley

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Workplace Coach Training Expert ♦I Teach Leaders to Coach- Competence Confidence Credibility ♦Executive Coach ♦Speaker

A few weeks ago I posted about the ' KISS for Leading Change', breaking down what can be a really complicated subject into some simple steps to keep you focused when you're responsible for leading a change. Based on the feedback that I've had, I'm going to write a few more posts on this topic, and really address some of those steps along the way to effectively staying focused while leading change. I'm going to kick off with purpose.

What is purpose, and particularly in the context of change, what is purpose? For me, purpose is the essence of why. Why this change, why now? Why is it urgent?

What I want to show you is how to answer the 'why' question. For those of you who know me, the why question is not one that I usually use in coaching, but I think it really serves us well in this context.

What makes purpose important? Well look at the notable Ted Talk from Simon Sinek. People buy 'why'. They buy why you do something, they don't buy what you do, they don't buy how do it, they buy why. The same thing happens in the context of change, or organizational change. For many people change is scary and confronting and so they hang back and wait and see what will happen...in organisational change terms this is often described as resistance. I'm not a real fan of this description because I believe there are a lot of really valid reasons for people to hang back or wait and see if it's worth getting involved in.

I'd rather focus on how we can get people to step forward into the change, and this is where purpose comes in. People will engage with the 'why', with the purpose of the change. If you want to tap into the discretionary effort, if you want to engage your team, and have them involved and contribute in or to change, then you need to be able to identify and articulate and have people connect with, the purpose of the change. The why.

If there is no clear purpose it's a bit like trying to steer a boat without a rudder or a captain. We don't know where we're going, we have no agreed direction, we don't have a reason to trim the sails or put in the effort. There's nothing important to motivate us.

When we've got purpose it's like having a rudder and a captain. We know where we're going, we know why it's important. Rather than wandering aimlessly, we're really focused, and able to direct our energy to something that we're all invested in, and engaged in.

If we don't have purpose then our chances of getting high levels of engagement and effort are low. People don't bring their discretionary effort, they don't proactively contribute. Why would they? What's in it for them? There's no real commitment to the change agenda across a team. As a leader it's really hard to generate outcomes when you don't have your team with you. It takes a lot of effort. It can really feel very lonely if you're the only one that is driven to work on this change.

The search for purpose is a really common theme. There is substantial research in positive psychology and related fields about purpose and the importance at the individual level, the importance at the organizational level, and the team level. Really we're just taking that concept and applying it to this area of organisational change, where there is so much that doesn't work as it could, so many changes that don't effectively realize their potential benefits, because we don't have everybody on board. Purpose really is a way of boosting engagement, and boosting contribution.

How do you go about finding the purpose, or articulating the purpose? I would say go back to the basics. Ask some key questions. In the context of leading change you and your people need to understand:

Why does the organization exist?

Why does this particular team, or part of the business, exist? Then within that context,

Why is this change important?

Why is this change important now?

Why is this change important to our team?

If you can get clear on the answers to these questions, then you can share with the people around you.

Organizational change is the sum of the changes that individuals make. If individuals are not invested, and they're not engaged, then the change simply won't happen as you would like. When people are on purpose then they bring their resources, and that's what you need. Their energy and their strengths, their knowledge and skills to make change happen really successfully.
If you like this article, please share it with your network.
They need to know the purpose. As the leader it's your job to share it with them.

Love to know your thoughts.

_______________________________________________________

Stacey Ashley works with Leaders building high performing teams, Leaders who coach & Professional coaches to develop their coaching skills, and create the confidence and courage to make a difference in their own way.

She is a champion of workplace coaching and change leadership, and a regular speaker on happiness at work, complete leadership and mBraining.

Develop your Leadership & Coaching skills - Workplace & Business Coaching

e | info@ashleyconsulting.com.au www.ashleyconsulting.com.au

Workplace Coach Training Expert ♦I Teach Leaders to Coach- Competence Confidence Credibility ♦Executive Coach ♦Speaker

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A few weeks ago I posted about the 'KISS for Leading Change', breaking down what can be a really complicated subject into some simple steps to keep

# data[].attributes.body
Pick Up On:to start talking again about something that someone said previous y
Example: Can I just pick up on your first point again, please?

# data[].attributes.body
Provide(v) :
support
ensure
supply

Example:
1- METU provides good job opportunities for new graduates.
2- The deal will provide footballer with work for the next two years.

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Purpose(n)= why you do sth. or why smth. exists.
= :aim, goal, target
Example:
The main purpose of the meeting is to discuss the future of the company.

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(v) to keep up (with)
= catch up
run close

Example:
If you run fast , I can't keep up with you .

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(v) to signal sth.

show
indicate
point out

Example:
All cars should signal before they turn right or left..

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(v) lead to:
=result in
bring about

Example:
Smoking leads to cancer