(토요모임) [July 18, 2015] Saturday meeting topic

[Scarlet]

Howdy ! 

It's me Scarlett !  

This week we have 3 topics. 

◈ The Deadliest Disease Outbreaks In History  

◈ HOW TO MAKE CREATIVE CITIES — FROM BUILDINGS TO BUSES

◈ 3 ways Steve Jobs made meetings productive

Hope you enjoy the topics. 

With luv 

Scarlett 

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The Deadliest Disease Outbreaks In History  

by Erin Podolak , August 11th 2011 at 2:31 pm

This inforgraphic, created by Good and Collum Five Media presents the deadliest disease outbreaks in human history. From Small Pox to the Plague of Justinian, these diseases wiped out huge chunks of the population and undoubtedly shaped the way human society has progressed over time. The infographic focuses on pandemics, and includes a great key for you to learn more about these disease and some honorable mentions. 

Article Source : http://www.themarysue.com/disease-outbreaks-history/

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<Questions>

Q1.  A 'Middle East Respiratory Syndrome(MERS)' has not been a new pandemic world wide. 

        However, Korean was so paranoid about the outbreak of 'MERS'? What was the reason for that? 

Q2. From the history, we could find out that humankind has faced some of deadly pandemics 

       occasionally. What kinds pandemics does we have until now? 

       Could you name all the disease? Which one was the deadliest disease ever ? 

Q3. How can we guarantee the public for the social safety from pandemics? 

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HOW TO MAKE CREATIVE CITIES — FROM BUILDINGS TO BUSES

Ernest Beck, 07/09/2015

“I am in love with cities,” says British designer and architect Thomas Heatherwick (TED Talk: Building the seed cathedral). “It’s just incredible that we all live together, and together we add up to something incredibly rich.” Heatherwick has already come up with some pretty bold urban designs — including a garden-topped bridge across the River Thames, and London’s sleek new red city buses, wrapped in ribbons of glass. Here, the soft-spoken, 45-year-old architect describes how to bring a human scale and whimsical sensibility to urban life, to create a fabulous future fit for us all.

Thomas Heatherwick, photographed by Evan Chavez.

Every city has a unique chemistry. 

“We have a duty to protect the idiosyncrasies we discover in each city, and not treat them like luxuries,” Heatherwick says. Preserving that richness is a foundational philosophy for his London studio, founded in 1994 and now with a staff of 160 and design projects in metropolitan areas all around the world. “Otherwise we risk forgetting the unique local factors that make a place special. Sadly, these are vanishing, making the equator and the Arctic Circle all look the same.” For Pier55 in Manhattan, a public park and performance space, Heatherwick has come up with an undulating topography of lush lawns and pathways on a structure that juts into the Hudson River, with sweeping city and water views that celebrate the city’s dynamic skyline and its relationship with the sea.

The best signature style is no signature style. 

Some architects have a distinct style that can be spotted a mile away: the biomorphic forms of Zaha Hadid, for instance, or Frank Gehry’s sculptural sheets of metal on roofs and facades. Heatherwick says his main interest is making things different. “It feels rude to go around the world imprinting your [design] DNA everywhere,” he says. “Every project needs its own philosophy, and that will lead the outcome.” So a set of artist studios in Wales are clad in hand-crinkled, paper-thin steel, while his design for the Bombay Sapphire gin distillery in Laverstoke, England, has arched glasshouses connected to historic brick mill buildings.

The Bombay Sapphire gin distillery in Laverstoke, England, has arched glasshouses connected to historic brick mill buildings. Photo: Iwan Baan.

Design is physical work. Often involving axes. 

Designers are makers and tinkerers, and in the Heatherwick Studio you’ll find axes, chisels, chainsaws and other hand tools and see staff mixing concrete and experimenting with materials like copper, bronze and paper. (The “Spun” chair, for instance, is made from rotation-molded plastic.) They also use computers and 3D printers, of course, but Heatherwick warns against depending on technology for too much creative firepower. “If something is complex, we give up and think computers can do it all, but computers can’t think. In fact, they handicap some parts of the thinking process,” he says. “Let’s keep a balance between hammers and 3D printers. After all, how many objects do you really love that have been 3D printed?”

The “Spun” chairs for Magis are made from rotation-molded plastic. Photo by Susan Smart.

The greatest project of all is day-to-day life. 

“We realized in a moment of navel-gazing that the biggest project we’ve had is the studio itself and how our work and approach has evolved over 20 years,” Heatherwick says. “We’re not experts at anything, but we’re experts at not being experts, and we’ve developed a system to do this.” That means thinking large and then zooming in close, doing research and analysis, hunting down the real problem to solve, and asking questions and breaking that down “until the real thing is discovered.” At the studio, designers test and experiment with materials to see how people respond to its touch and feel. “There is a great responsibility, because some of the things we create are among the biggest objects made by we wee humans,” he says.

America is a land of opportunity.

After establishing his reputation in the UK and taking on projects in Asia, Africa and the Middle East, the US now looms large for Heatherwick. High-profile assignments on the drawing board include the new Google headquarters in Mountain View, California (with Danish architecture firm BIG), and a multimillion-dollar public space and artistic centerpiece for the Hudson Yards development on the west side of New York City. “There is a sense of possibility in the US, and a phenomenal energy,” he says. That’s especially true of New York, a city he’s been visiting for more than 40 years. “The passion and enthusiasm ran out in the 1970s and ’80s, but in the last ten years the confidence has come back. The wind is in the sails again, and that is a great relief.”

Provocations: The Architecture and Design of Heatherwick Studio is on show at the Cooper Hewitt in New York City until January 3, 2016. Image of the proposed Garden Bridge in London courtesy of Arup. 

Article source : http://ideas.ted.com/5-rules-for-making-creative-cities-from-buildings-to-buses/

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<Questions>

Q1. Where do you live? When you are introducing your region to any visitors, what could be

       the most remarkable traits of your city compare to the other cities? 

Q2. How do you think about the concept of city identity branding? 

Q3. From the article, we can find very unique architectures that formulate distinct style of a city

      from others. Do you think are they efficient tools to make unique chemistry for the city? 

      If you know any infrastructures with unique designs in your city, please share them with us. 

Q4. According to an article we can apply the 3D printing tech. into the producing unique 

      urban infrastructure for urban identity. If you are an urban designer, what kinds of 

      urban infrastructure would you create with 3D printing tech.? 

Q5. What do you think about the personal branding? What are the representative traits of yourself?

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3 ways Steve Jobs made meetings productive

American businesses lose an estimated $37 billion a year due to meeting mistakes.

Steve Jobs made sure that Apple wasn’t one of those companies.

Here are three ways the iconic CEO made meetings super productive.

1. He kept meetings as small as possible.

In his book “Insanely Simple,” longtime Jobs collaborator Ken Segall detailed what it was like to work with him.

In one story, Jobs was about to start a weekly meeting with Apple’s ad agency.

Then Jobs spotted someone new.

“He stopped cold,” Segall writes. “His eyes locked on to the one thing in the room that didn’t look right. Pointing to Lorrie, he said, ‘Who are you?'”

Calmly, she explained that she was asked to the meeting because she was a part of related marketing projects.

Jobs heard her, and then politely told her to get out.

“I don’t think we need you in this meeting, Lorrie. Thanks,” he said.

He was similarly ruthless with himself. When Barack Obama asked him to join a small gathering of tech moguls, Jobs declined — the President invited too many people for his taste.

2. He made sure someone was responsible for each item on the agenda. 

In a 2011 feature investigating Apple’s culture, Fortune reporter Adam Lashinsky detailed a few of the formal processes that Jobs used, which led Apple to become the world’s most valuable company.

At the core of Job’s mentality was the “accountability mindset” — meaning that processes were put in place so that everybody knew who was responsible for what.

As Lachinsky described:

Internal Applespeak even has a name for it, the “DRI,” or directly responsible individual. Often the DRI’s name will appear on an agenda for a meeting, so everybody knows who is responsible. “Any effective meeting at Apple will have an action list,” says a former employee. “Next to each action item will be the DRI.” A common phrase heard around Apple when someone is trying to learn the right contact on a project: “Who’s the DRI on that?”

The process works. Gloria Lin moved from the iPod team at Apple to leading the product team at Flipboard — and she brought DRIs with her.

They’re hugely helpful in a startup situation.

“In a fast-growing company with tons of activity, important things get left on the table not because people are irresponsible but just because they’re really busy,” she wrote on Quora. “When you feel like something is your baby, then you really, really care about how it’s doing.”

3. He wouldn’t let people hide behind PowerPoint.

Walter Isaacson, author of the “Steve Jobs” biography, said, “Jobs hated formal presentations, but he loved freewheeling face-to-face meetings.”

Every Wednesday afternoon, he had an agenda-less meeting with his marketing and advertising team.

Slideshows were banned because Jobs wanted his team to debate passionately and think critically, all without leaning on technology.

“I hate the way people use slide presentations instead of thinking,” Jobs told Isaacson. “People would confront a problem by creating a presentation. I wanted them to engage, to hash things out at the table, rather than show a bunch of slides. People who know what they’re talking about don’t need PowerPoint.”

This article is published in collaboration with Business Insider UK. Publication does not imply endorsement of views by the World Economic Forum.

To keep up with Forum:Agenda subscribe to our weekly newsletter.

Author: Drake Baer reports on strategy, leadership, and organizational psychology at Business Insider.

Image: Apple CEO Steve Jobs gestures during his unveiling of the iPhone 4 at the Apple Worldwide Developers Conference in San Francisco, California, in this June 7, 2010 file photo. REUTERS/Robert Galbraith.

Article source : https://agenda.weforum.org/2014/12/3-ways-steve-jobs-made-meetings-productive/?utm_content=buffer5d4f7&utm_medium=social&utm_source=facebook.com&utm_campaign=buffer

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<Questions>

Q1. How often do you hold a meeting per a day in your working place ? 

       What are the main items of the agenda in the meeting? Please share them with us. 

Q2. What is the 'accountability mindset' ? When you attend a meeting, do you think you hold

       an accountability mindset?  When you join the meeting, do you know who takes responsibility

       for what? 

Q3. How do you think about the Apple's meeting system with the action lists including 

       DRI(directly responsible individual) ? Do you have similar meeting system in your company? 

Q4. How long can you concentrate on your meeting? 

       Do you think what could be the proper time duration for each meeting? 

Q5. What is the definition of good presentation?

Q6. What kinds of tools do you use for presentation? Is it efficient enough to deliver your ideas? 

Q7. How can we derive the productive thinking from others or from yourself ?