Friday, April 24, 2015

College programs I researched in 2014

Apr. 24 College programs I researched in 2014: Here are all the college programs I researched in 2014.  This is why I called 2014 "The Year of Education and Research."  If you look up on my blog, you can see what I wrote about each program.

Grant MacEwan

1. Accounting and Strategic Measurement
2. Acupuncture
3. Arts and Cultural Management
4. Asia-Pacific Management
5. Bachelor of Applied Business Administration – Accounting
6. Bachelor of Applied Human Service Administration
7. Bachelor of Arts
8. Bachelor of Child and Youth Care
9. Bachelor of Commerce
10. Bachelor of Music in Jazz and Contemporary Popular Music
11. Bachelor of Physical Education Transfer

12. Bachelor of Psychiatric Nursing
13. Bachelor of Science
14. Bachelor of Science in Engineering transfer
15. Bachelor of Science in Nursing
16. Business Management
17. Cardiac Nursing Post-basic Certificate
18. Correctional Services
19. Design Studies

20. Disability Management in the Workplace
21. Disability Studies: Leadership and Community
22. Early Learning and Child Care
23. Emergency Communications and Response
24. English as a Second Language
25. Fine Art

26. General Studies
27. Hearing Aid Practitioner
28. Holistic Health Practitioner
29. Human Resources Management
30. Insurance and Risk Management Diploma

31. Legal Assistant
32. Library and Information Technology
33. Life Support Training
34. Massage Therapy
35. Music
36. Occupational Health Nurses
37. Office Assistant
38. Open Studies
39. Perioperative Nursing for LPNs
40. Perioperative Nursing for RNs
41. Police and Investigation- Investigative Studies
42. Police and Investigation- Police Studies

43. Post-basic Nursing Practice: Hospice Palliative Care or Gerontology
44. Preparation for University and College
45. Professional Golf Management

46. Psychiatric Nursing
47. Public Relations
48. Social Work
49. Special Needs Educational Assistant
50. Theatre Arts
51. Theatre Production
52. Therapist Assistant - Physical Therapist/Occupational Therapist Assistant Major
53. Therapist Assistant - Speech Language Pathologist Assistant Major
54. Travel
55. University Studies International
56. Wound Management Post-basic Certificate


1. Radio and TV-TV program
2. Radio and TV-Radio program
3. Radio and TV courses- non- credit
4. RATTV100
5. RAT- TV200
6. Final Cut Pro –X

7. Digital Media and IT
8. Graphic Communications
9. Photographic technology
10. Photographic technology courses
11. Hospitality management
12. Hospitality Management with English Language Training
13. Hotel and Restaurant Supervision Certification
14. Producer Emergence Program
15. Landscape Architectural Technology

16. Animal Health Technology
17. Veterinary Medical Assistant

18. Accounting courses
19. Applied Banking and Business
20. Bachelor of Applied Business Administration- Accounting
21. Bachelor of Applied Business Administration- Finance
22. Bachelor of Business Administration
23. Bachelor of Technology in Technology Management
24. Becoming a Master Instructor:
25. Business Administration- Accounting
26. Business Administration- Accounting Certificate
27. Business Administration- Finance
28. Business Administration- Finance Certificate
29. Business Administration-General Management Certificate

30. Business Administration-Human Resources Management
31. Business Administration-Human Resources Management- Certificate
32. Business Administration –Management
33. Business Administration- Marketing
34. Business Administration- Marketing Certificate
35. Business Administration- Small Business Certificate
36. Business Administration- Year 1

37. Business Administration –Year 1 with English Language Training:
38. Business Analyst Leadership Certificate
39. The Business for Journeymen Management Diploma
40. Business Management Certificate
41. Canadian Payroll Association (CPA) Certification Programs
42. Captioning and Court Reporting
43. Captioning and Court Reporting courses
44. CGA Pace Partnership Courses
45. Conflict Resolution & Negotiation Certificate
46. Corporate and International Training (CIT) seminars and workshops

47. Dental Assisting Technology
48. Dental Technology
49. Fluid Power Certificate
50. Laser Cutter Operator Certificate
51. Lean Six Sigma (Green Belt) Certificate
52. Machine- Shop Inspection and Calibration Certificate
53. Master of Business Administration in Community Economic Development
54. Medical transcription

55. NAIT Aboriginal Youth Leadership Program
56. Oil Field Thread Inspection Certificate
57. Operations Management Certificate
58. Professional Sales Certificate (CPSA):
59. Project Leadership Certificate
60. Project Management Certificate

61. Quality Management Certificate
62. Robotics Automation and Control Certificate
63. Special Events Management Certificate
64. Supervisor/ Manager Facilitation Skills Certificate
65. Supervisory Communication Skills Certificate
66. Supervisory Development Certificate
67. Teller Training Courses
68. Welding Automation Operator Certificate
69. Youth Leadership Program


Adult Continuing Education programs

Digital School

1. Architectural CAD Technician
2. Engineering CAD Technician
3. Computer Aided Drafter
4. Process Piping Specializations

Pixel Blue College

1. Aboriginal Graphic Design
2. Graphic Design
3. 2D Animation & Illustration
4. 3D Animation & Modelling
5. 3D Game Modeling
6. Digital Audio Production

University of Alberta Extension

Master of Arts in Communications and Technology
Residential Interiors

Thursday, April 23, 2015

“Get the most from 2015: Do less, focus more”

Mar. 30 “Get the most from 2015: Do less, focus more”: I cut out this article by Dane Jensen from the Globe and Mail on Jan. 30, 2015.  I cut it out because it’s about priotizing and being productive.  Here’s the whole article:
Every year upon returning to work from the holidays, I am reminded of the timeless wisdom of Mike Tyson: “everyone has a plan until they get punched in the face.”

The return to work can feel like a gut punch – with hundreds of e-mails to catch up on, a full voicemail box, and colleagues dropping by to say hi and catch up. Oh, and a whole bunch of things that you resolved to do differently or better in the haze of the end of year break.

Inevitably things start to fall off the wagon, and your attention gravitates towards what is most immediate – rather than what is most important. What can you do to get back on plan – and stay there? Here are five ideas for the New Year:

1. Focus on doing less

The easiest way to ensure that your aspirations for the year hold up is to hold fewer aspirations. This may sound like simply lowering the bar – but the reality is that if you focus your energy you can actually significantly raise your standards.

Whether it’s Covey’s limit of two wildly important goals, Tony Schwartz’s classic Harvard Business Review column The Magic of Doing One Thing At a Time, or Jony Ive reporting that it was Steve Jobs’ unrivalled focus that made him so productive – the research clearly points to the fact that the highest performers are those that are the most focused.
Take a look at your list of resolutions. What are two that you can un-resolve?

2. Come to terms with the fact that you know nothing, and act accordingly

In a recent interview in the McKinsey Quarterly, to sum up what he has learned from decades of advising CEOs and executives, management guru Tom Peters said: “My real bottom-line hypothesis is that nobody has a sweet clue what they’re doing.”

Ever since Socrates, the smartest people in the room have been reminding us that it’s best to come to terms with the fact that we actually know very little and proceed accordingly.

Make this the year you question your assumptions, and prioritize rapid experimentation and learning over false certainty.

3. Cultivate a developmental bias

How much more could you accomplish in 2015 if everyone around you got 10 per cent better? Take a minute to actually answer this question for yourself.

If you’re like most leaders we work with – answering this question immediately clarifies that one of the best investments you can make in your own productivity is to invest in those around you. This year, choose to become biased towards developing others.

This is a life’s work – and something that the coaches we work with in sport and business have spent thousands of hours learning and honing – but there is an easy place to start: giving precise, varied, and frequent feedback.

Many of us hold back from delivering feedback because we either feel that we’re going to jeopardize our working relationship (in the case of corrective feedback) or give someone a ‘big head’ (in the case of positive or reinforcing feedback for ‘just doing their job’).

The reality is that if your feedback stays focused on the behaviour (“you interrupted” instead of “you were rude”) and looks forward (“please wait until the customer finishes talking” instead of “why did you interrupt?”) it almost always helps rather than hurts both performance and the relationship.

4. Develop a positive relationship with pressure

If you want to make 2015 a year in which you grow, develop, and move beyond what you’ve done before, you are going to encounter pressure along the way. Pressure is inherent in the journey of human growth and development.

Underneath pressure is power – and just like the power that heats our homes, it is terrific when channelled properly – and can be devastating if left unchecked. So, take the time to develop a positive relationship with pressure. One of the best ways to do this is to play an active role in managing your energy.

5. Manage your energy in addition to your time

In our work with the Canadian Sport Institute Ontario on leadership, one of the key points that has been driven home by Troy Taylor, the Director of Sport Science and Medicine, is that the highest levels of performance occur as a result of variation in effort. “We monitor our athletes’ training loads on a daily basis – and one of the main things we are looking for is that, over time, we see peaks and valleys: periods of high intensity training followed by periods of rest and recovery. Training consistently at high intensity is not only bad for your health – it’s bad for performance.”

Take some time to integrate the principles of recovering energy into your routine (summarized wonderfully by my colleague Garry Watanabe here). At the very least, take breaks every 90 minutes in your work day. It’s not being lazy or wasting time. It’s being smart with your most valuable resource: energy.

6. Don’t do all five of these things

It’s important to add a sixth item to this five item list: do not attempt to do all of these things. In line with the research I mentioned at the start, focusing on all five will make it almost certain that they join your “no sugar” resolution in the February scrap heap. And, in line with No. 2, try one out, see if it works for you, and – if it works – keep doing it. If it doesn’t, try something else. Don’t think of them as rules – but rather as suggestions to kick off an experiment in how productive you can be this year.

“How to stop feeling like a fraud”/ “My boss’s pet can’t do her job”

Mar. 27 “How to stop feeling like a fraud”: I cut out this article by Harvey Schacter on Dec. 22, 2014.  It talks about the Imposter Syndrome.  Here’s the whole article:

Do you sometimes feel as if you don’t deserve the job you hold – as if, somehow, everybody around you doesn’t realize you sneaked through their defences and gained a position for which you are mildly or wildly inadequate? Or, if you feel competent, are you prone to micromanaging making decisions slowly, perfectionism, worrying excessively, and workaholism?

In either case, you might be suffering from the Imposter Syndrome.

First popularized in the late 1970s, the phenomenon refers to successful leaders who have received promotions and accolades but feel, deep down, that they are a fraud and will soon be found out. In some cases, they explicitly recognize these fears of inadequacy, while in others the impression is buried but expressed through their workplace behaviour.

Portia Mount, a senior vice-president of the Center for Creative Leadership in Greensboro, N.C., and Susan Tardanico, executive-in-residence at the organization, realized recently that many of the people they were coaching exhibited Imposter Syndrome behaviours. While statistics on the extent of the phenomenon vary widely, they estimated that out of 100 recent clients, about 50 to 60 per cent were in the grips of this malaise – with it seeming to strike women more often than men.

These were highly successful people, ranging in ages from their thirties to sixties, but they felt they had to prove every day that they belonged in the role they held. The actual data on their performance – comments in 360-degree appraisals – didn’t support their sense of inadequacy but in their heart or in their actions, they were imposters. Their own stress is transferred to others, as they act in overly aggressive ways to achieve the high standards that might keep them from being found out.

Interestingly, when the Imposter Phenomenon is explained to them, Ms. Mount says “it’s liberating. One, these are very successful individuals and very image conscious, so they want very badly to keep up the appearance of competence. To know others are like them is liberating. It’s also helpful to know it doesn’t have to be that way.”

On that latter point, the duo has published a book, Beating the Imposter Syndrome, which sets out a four-step process for liberation:

1. Focus on the facts

Individuals who suffer from Impostor Syndrome often pass off their successes to “dumb luck.” But the authors counter that smart people put themselves in a position to get lucky. And once the “lucky break” takes place, the diligent, resourceful, strategic person capitalizes on it.

Individuals need to objectively assess what they have accomplished and the challenges they have overcome, so they realize they aren’t lucky or riding the coattails of their team or mentor.
The authors ask you to create a Personal Success Inventory, listing the challenges you’ve had over your career, what was accomplished, and the success drivers – the skills, capabilities, and personal accomplishments that helped you to succeed.

Then study the chronology of your success – it’s probably more impressive than you have acknowledged – and in cases where you attribute the accomplishment to your team, clarify for yourself the role you actually played in leading the group. From the list, pick your three proudest achievements and describe the three specific things you did to achieve the goal.

2. Challenge limiting beliefs

Now you need to think about why you feel inadequate and check it against reality. Take Steve, a CEO who believed only people with advanced degrees from Ivy League universities, perfect diction and a proper accent, unlike his Brooklynese dialect, could succeed at that level. When he honestly looked around him, he realized such an elite pedigree wasn’t the norm and he was actually the model of a new type of leadership emerging in companies.

Write out what you believe you need to be, do, or have to be successful and why that disqualifies you from being successful. Then go on a fact hunt to see what the truth is. “Armed with the facts, consider that your own limiting beliefs may be your greatest barrier to success. What if these limitations aren’t limitations at all, or not as significant as you’ve assumed they are?” the pair write.

3. Understand your strengths

Set a timer for five minutes and write out 10 things you do well on a Strengths Inventory Worksheet. Sometimes, people are so self-critical and their standards so high they can only come up with five. In that case, Ms. Mount reads them the positive remarks in 360-degree appraisals that praise the person’s strengths, forcing them to reassess.
“They are often stunned by what people have said about them. It’s very affirming as they are so self-critical,” she said in an interview. Sure, you also have some weaknesses. But don’t let areas you must improve on prevent you from realizing your strengths.

4. Talk about it

Discuss these findings with a trusted friend, mentor, coach or peer in another organization (peers in your own organization may have sentiments of rivalry). Create a supportive environment to start operating with confidence instead of feelings of inadequacy.

Mar. 30 “My boss’s pet can’t do her job”: This was also in the Globe and Mail on Dec. 22, 2014:


I manage a small group of three people; they report to me, and I report to a manager above me.

My boss has a real favourite in my group. He put her into the job, even though she's short on qualifications. She struggles with the job and I spend a lot of time showing her things, doing her work for her, and giving some of her work to the others in my group.

The problem is, my boss won't hear a word against her, thinks she is great, sweet and loyal. She is, but not really up to the job.
There have already been misunderstandings between my boss and I because she communicates directly with him, and I am always seen in the wrong. This is frustrating given how much time and energy I put into her. It's so stressful that I am thinking of quitting.
Any advice?


Heather Faire

Human resources executive, Atlanta

So your boss thinks "Miss Favourite" is great and you don't. Why is that?

Perhaps you are the answer you are looking for. Stop doing "Miss Favourite's" job for her and hiding her poor performance.
Instead of giving her work to the other two employees, build their leadership skills by having them peer mentor Miss Favourite. Provide training so she can acquire the skills you believe she lacks.

Less work on your plate and a more reasonably distributed workload across your team will lead to less stress and a more pleasant environment.
Mentoring and training may improve Miss Favourite's performance and increase productivity. Or it may not. Either way, your boss will begin to see what you see and make more informed decisions.


Billy Anderson Founder of The Courage Crusade, Toronto

The best solution in any relationship is one that 1) keeps everyone looking good (people hate looking bad) and 2) presents the issue as an opportunity for something better. Bosses want you to bring them opportunities, not problems. It's the difference between sounding like a team player versus a Whiny Wendy.

So, ask yourself, "What is the opportunity with this challenge?" If this employee was better able to fulfill her responsibilities, how would you all benefit? Might you have more time for the bigger projects that can make your boss's job easier?

If she stopped communicating directly to your boss, would it provide you with a better chance to address your team's challenges? Would you be able to make more effective use of everyone's time? These are opportunities your boss may love to hear.

Separately, why do you feel the need to cover up for her? The simplest way to reveal her lack of performance is to stop doing her work. This may seem harsh - it kind of throws her under the bus - but maybe that would be a good thing for her long-term development.

Often, our challenges at work mirror our challenges outside of work. Do you find yourself "filling in" or "covering up" for people in your personal life too?
Kids, romance, friends? It's something to consider.

Lastly, try not to hold all this against the favoured employee, as it may not be her fault. She may be uncomfortable with it, too.


“Why the rat race is good for you”

Jan. 20 “Why the rat race is good for you”: I cut out this Globe and Mail article by Harvey Schachter on Aug. 24, 2011:

Rush By Todd Buchholz

(Hudson Street Press, 292 pages, $30)
In 1989, Todd Buchholz gave up his fat salary as an economic analyst in New York and moved to Washington at a huge pay cut to serve as director of economic policy for then President George H.W. Bush. On his second Monday in that exalted atmosphere, Mr. Buchholz found himself, of all things, depressed. It became clear that many of his colleagues had been in the office during the weekend, but his boss had not called upon him to work.

“Now I am not a compulsive fiend who needs to work seven days a week. Nonetheless, I wanted my weekend imposed upon. I wanted to be wanted,” he writes in Rush: Why You Need and Love the Rat Race.

“My happiness was not going to be a function of my White House salary; my happiness was going to be a function of how much respect and self-respect I would gain.”

You don’t have to work in the White House to share those feelings. While most of us complain about the busyness in our lives, we also, at many levels, crave the emotional gratification it provides. That thirst is hard-wired, Mr. Buchholz argues; it’s part of our genetic makeup, something that has sustained us over the millennia and will continue to.

His book is one long attack on those he calls “Edenists,” who view capitalism as original sin and believe we should return to that noble, leafy, peaceful place we left behind in Genesis. A place where we never wanted anything. A place without the pressures of today’s daily grind.

“Much of the common happiness advice is feckless, and sometimes dangerous. It starts with harmless prescriptions like meditation for adults and timeouts for children. If 15 minutes of meditation is good, 30 minutes must be better. Sitting cross-legged in a room trying to lose one’s sense of self strikes me as a reckless state of mind, if we give a darn about other people,” he states.

Interestingly, he started out with a different argument in mind, one the Edenists would have hailed. His book was originally to be called Tail Hunters: How Americans Are Chasing Success and Losing Their Soul. He was distressed to see so many people racing after money, shelling out for plastic surgery, and frantically urging their children into soccer, ballet and other activities. He saw that as chasing the “tail end” of the bell curve, everyone trying to be richer, skinnier, and more outstanding than their neighbours.

But he decided there was no proof that cutting out the frenzy would make us happier. He felt the happiness studies could be interpreted, correctly, in a different light than the Edenists present. He suggests we feel better chasing the tails, even if we never catch them – the hunt makes us happier.

“The spirit of competition and the rush of life is mighty. It is integral to our beings. Blame it on evolution, blame it on God, blame it on Dan Brown and The Da Vinci Code conspiracy. But the twisted strands of DNA that make us human cannot be unfurled and examined without finding competition. And the happiness we seek cannot be found if we foolishly try to run away from who we are,” he says.

Rush delves into disparate research that supports Mr. Buchholz’s argument. He calls dopamine, for example, the molecule of urge, transmitting expectations. We seek dopamine in activities, and he argues it is not the reward for winning, for conquering or for finishing a race, but for trying. “This is the key to human life, the key to successful social and economic systems, and the great flaw in the thinking of happiness gurus and egalitarian political regimes. Our bodies evolved to crave and to compete,” he writes.

He says work charges our brains with dopamine when we start anticipating a new success. But we need a sense of control for that to happen: We are all control freaks, with work helping us to recreate ourselves and create a new tomorrow. In a Stalinist regime, facing an assembly-line operation, with no sense of control, we would lack the energy.

Mr. Buchholz believes a competitive system prods us to treat strangers like neighbours and kin. We build trust because we need each other to be successful, whether that’s working with a colleague on a company project or being a potential customer for a merchant who needs your business.

These musings on the competitive system are a long way from the frantic nature of our daily life, which, with the lure of the title, attracted me to the book. What I found, instead, was a deeply researched, contrarian approach to happiness, woven together by an economist and former hedge-fund operator determined to show how our competitive, capitalist system meets our instinctive needs for gratification. It’s an enjoyable book, although at times the many twists and turns (a section titled “Willie Mays and your brain,” for example, shows how ball players with nicknames live longer) did drain me and reduce my happiness level.

Winning the War for Talent in Emerging Markets: Why Women are the Solution (Harvard Business Review Press, 275 pages, $35), by economist Sylvia Ann Hewlett and Ripa Rashid of the New York-based Center for Work-Life Policy, looks at how the talent wars are heating up in emerging countries and suggests that reaching out to untapped hidden talent could be your secret weapon.

In Rainmaking Conversations (John Wiley, 271 pages, $29.95), sales consultants Mike Schultz and John Doerr frame their system for sales success around the acronym RAIN – for rapport, aspirations and afflictions, impact, and new reality.

The Art of Uncertainty (Tarcher, 277 pages, $17.50) by Dennis Merritt Jones, founder of the California-based Center for Spiritual Living, promises to help you embrace the notion that the future is uncertain and learn to live in the moment.

Tuesday, April 21, 2015

Jazz Loungebar - Selection #15, 16, 17

Jazz Loungebar - Selection #15 Easy Listening, HD, 2015, Lounge Music

A blonde woman in a gold dress is laying on a couch.

Jazz Loungebar - Selection #16 Cool And Smooth, HD, 2015, Lounge Music

A woman with brown and curly hair, and wearing a silver and black dress is laying on a bar.  There are 5 disco balls hanging above her.

Jazz Loungebar - Selection #17 Welcome 2 The Jazz House, HD, 2015, Lounge Music

A blonde woman in a pink dress with diamonds on it is laying on a couch.

Jazz Loungebar - Selection #13, 14

Jazz Loungebar - Selection #13 Enjoy The Night, HD, 2015, Lounge Music

There is a brunette woman laying on a bar.  She is wearing a bikini made of white pearls.

Jazz Loungebar - Selection #14 The Jazz Hotel, HD, 2015, Lounge Music

A woman with blonde and curly hair, wearing a black dress and long black gloves is sitting in an armchair and looking at the camera.

Jazz Loungebar - Selection #11, 12

Jazz Loungebar - Selection #11 The Smoother Things In Life, HD, 2015, Lounge Music

A blonde woman in a black dress is sitting on a couch with striped pillows.  She is looking at you.

Jazz Loungebar - Selection #12 A Delightful Night, HD, 2015, Lounge Music

A blonde woman standing in front of a brick wall.  There is a glass bowl of four champagne bottles.