Organizations in sentence

2499 examples of Organizations in a sentence

So we've spent a bit of time thinking, how can we plot organizations on a two-by-two where, essentially, we look at new power values and new power models and see where different people sit?

Imagine if we could measure what nonprofits, charities, volunteers, civil society organizations really contribute to our society.

We partnered with TripAdvisor and created a cement hall in the middle of a village and invited so many other organizations to work over there.

My dream is to reach out to one million women in the next 10 years, and to make sure that happens, this year we launched Sughar Foundation in the U.S. It is not just going to fund Sughar but many other organizations in Pakistan to replicate the idea and to find even more innovative ways to unleash the rural women's potential in Pakistan.

We are looking for as many people as we can, because now that the foundation's in the beginning process, I am trying to learn a lot about how to operate, how to get funding or reach out to more organizations, and especially in the e-commerce, which is very new for me.

We can hold organizations accountable to developing the social consciousness of their employees.

So what I mean is that Western and African diplomats, United Nations peacekeepers, donors, the staff of most nongovernmental organizations that work with the resolution of conflict, they all share a specific way of seeing the world.

So for instance, in Congo, because of how they are socialized and trained, United Nations officials, donors, diplomats, the staff of most nongovernmental organizations, they interpret continued fighting and massacres as a top-down problem.

Instead, it is that both macro-level and micro-level peacebuilding are needed to make peace sustainable, and local nongovernmental organizations, local authorities and civil society representatives should be the main actors in the bottom-up process.

They then used the 68 African-American organizations that criss-crossed the city to distribute those leaflets by hand.

Those organizations that were trying to bring people in, to try and help them respond to the outbreak, they could not get people on airplanes, they could not get them into the countries to be able to respond.

And we know that answer because of the extraordinary work of an incredible group of NGOs, of governments, of local leaders, of U.N. agencies and many humanitarian and other organizations that came and joined the fight to try and stop Ebola in West Africa.

There's a visual revolution that's taking place as more organizations are addressing their wicked problems by collaboratively drawing them out.

So I'm now on a mission to help organizations solve their wicked problems by using collaborative visualization, and on a site that I've produced called drawtoast.com,

and so you can learn how to run a workshop here, you can learn more about the visual language and the structure of links and nodes that you can apply to general problem-solving, and download examples of various templates for unpacking the thorny problems that we all face in our organizations.

If we want to build organizations that can innovate time and again, we must unlearn our conventional notions of leadership.

When we studied an Islamic Bank in Dubai, or a luxury brand in Korea, or a social enterprise in Africa, we found that innovative organizations are communities that have three capabilities: creative abrasion, creative agility and creative resolution.

In innovative organizations, they amplify differences, they don't minimize them.

Individuals in innovative organizations learn how to inquire, they learn how to actively listen, but guess what?

When you look at innovative organizations, they never go along to get along.

But if we want to build organizations that can innovate time and again, we must recast our understanding of what leadership is about.

We've studied many organizations that were really not organizations you'd think of as ones where a lot of innovation happens.

We can also counteract the culture by supporting organizations that deal with these kinds of issues, like the Tyler Clementi Foundation in the US; in the UK, there's Anti-Bullying Pro; and in Australia, there's PROJECT ROCKIT.

These are precisely the same organizations that most of us trust when it comes to other important scientific issues such as global climate change or the safety of vaccines.

Now, as I've gone around the world talking about this and telling this story in all sorts of organizations and companies, people have seen the relevance almost instantly, and they come up and they say things to me like, "That superflock, that's my company."

But for the past 50 years, we've run most organizations and some societies along the superchicken model.

Fundraising organizations like Autism Speaks routinely refer to autism as an epidemic, as if you could catch it from another kid at Disneyland.

It will make funding available now to the organizations that can serve the need of the most vulnerable.

It will ensure that those organizations can work together in partnership, rather than competing for limited funds, serving the priority needs of an entire population, whatever they are, so that ultimately the individuals affected can receive the care that they deserve.

For the past decade, I've been studying non-state armed groups: armed organizations like terrorists, insurgents or militias.

Related words

Non-governmental