Life is a gift, Live it, Enjoy it, Celebrate it, And Fulfill it.

Was at PS last afternoon to meet Spinkypinkie for lunch. Before that, went shopping at Daiso while waiting for her. Bought a walking stick for my grandma! The place is so cool..everything at $2! If I really want to, I can spend like a few hrs in there, seeing what to be bought, cos some of the stuff there is really cool! Like a metal hand to pick up keys etc.

Lunch was gd. Just catching up and learning about Spinkpinkie's and Veelo's trip to Korea. Everything felt right. What a great afternoon!

The decision has been made and I have signed on the dotted line. I have tendered my resignation and will be heading for a new job, new career, with, I hope, better prospects and nice colleagues.

I think this will come as a surprise to most of you. I deliberated over my move a fair bit, but the offer was too good. I have no reason to reject it. So yah, this is the big decision I made.

Moving on to my 3rd job in my short career of 3 years. I wonder if this makes me a frequent job-hopper. My fren commented that I seem so at ease at uprooting myself from my comfort zone, to take on yet another new job, with new duties and responsibilities, getting to know new people all over again, having to explain myself once again. Sometimes, I wonder if I am too adept at this too.

In the past year, I think I have grown up a fair bit. From a young gal who did not have a care in this world to one who knows about the meaning of job loss and the effect it has on families. From not thinking before I speak to deliberating over decisions made and their repercussions.

It's funny how my mood can plumment from a high to a current low. I shld be happy and yes, to a certain extent, I am rejoicing. I shall rem Matthew 6: 25-34 - Do Not Worry.

Everything tt needs to be said has been said. Everything that needs to be done is done. I am on my way to greener pasture.

Einstein pointed out that "The significant problems we face today cannot be solved at the same level we were at when we created them." To get different results -- change -- we must do things differently.

The framework of this model is divided into seven distinct levels -- from easy to impossible - across a spectrum of continual change (continuous innovation) over increasing levels of difficulty.

url: http://o3.indiatimes.com/knowledge_experience_wisdom/

Each level is progressively more complex, more difficult to undertake that the preceding level. Consider the 7 Levels of Change in the context of moving into a new job or a new business activity to which you have not before been exposed.

LEVEL 1: Effectiveness - DOING the right things

The easiest change to make is to learn the basics - what are the right things to do and how to immediately change enough to become effective in a new job. The Pareto Principle states that 20% of the things being done actually yield 80% of the total payoff. To maximize effectiveness, energy must be shifted to and focused on doing that 20% (the right things).

LEVEL 2: Efficiency - DOING things right

Level 2 changes requires a thorough understanding of all the aspects of the new job or business activity in order to identify and then focus on doing very well those things which have the most important impact and make the largest contribution. Level 2 changes are based largely on personally adjusting to new standards and procedures, and involve coaching or explanations by others familiar with the job or business activity.

LEVEL 3: Improving - DOING things better

Change at this level involves thinking about ways to improve or fine-tune -- ways to speed things up, shorten delivery time, increase functionality, reduce downtime. Level 3 change makes something more effective, more efficient, more productive, and more value-adding - frequently with customer input.

LEVEL 4: Cutting - Stopping DOING things

This level of change involves analysis of core functions and applies the Pareto Principle to focus on stopping doing things - cutting out the 80% of things that only yield 20% of the value. In the simplest case, change at Level 4 focuses on eliminating waste. If this can be done systemically while keeping all organizational interrelationships and subsystems in perspective, major company-wide results can be achieved.

LEVEL 5: Copying - DOING things other people are doing

Level 5 marks the transition from incremental to fundamental change. Copying, learning from, and "reverse engineering" can dramatically boost innovation at significantly lower costs than starting from scratch. Benchmarking how other organizations are doing things and then enhancing upon their processes is the hallmark of the successful innovator.

LEVEL 6: Different - DOING things no one else is doing

Change at Level 6 is about either doing something very different or doing something very differently - and transitions into degrees of novelty which not only move an organization "out-of-the-box", they move the organization into areas where nobody else is doing it. Level 6 is a shift into 3-Sigma thinking. Such trailblazing and greater degrees of risk-taking can bring about genuinely new things, often by synthesizing seemingly unconnected concepts and technologies - or by totally shifting perspective around the possible uses of a product.

LEVEL 7: Impossible - DOING things that can't be done

"What is today impossible, but if it were possible it would fundamentally change the way you do business?" Joel Barker's famous question reframes thinking extremely well for Level 7. Market constraints, resource limitations, or company culture are too often seen as insurmountable barriers. As a result, discoveries at Level 7 frequently build on major mindshifts connected with exploratory thrusts into the unknown - bold, significant and long-term visions and change so different that it cannot be compared to anything else known at the time.

Any change requires time, resources and personal energy. The higher the level of change, the more time, resources and personal energy the change will require in implementation. Further, it is not a straight-line relationship across the 7 levels; it is geometric and explodes in terms of difficulty as the change level increases.

Source: www.thinking-expedition.com