Manasquan Life-Volume 7, Issue 73

Volume 5, Issue 73

Brielle

Sea Girt

Manasquan

Inside this Issue...

Rover Rescue

Fostering...Truly a Future for Rescue Animals

All Business

Part 3: Covid Company Regroup & Reboot

Power of Positive Thinking Hold Strong that Promise to Yourself ...and much more!

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Nicholas was a graduate of Point Pleasant Borough High School who passed away in November 2016 from a heroin overdose. His family is hopeful that this foundation will help bring awareness of this epidemic in New Jersey, especially Ocean County.

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Rover Rescue Fostering...Truly a Future for Rescue Animals

by Lauren Kehoe

There are so many benefits of having animals in a foster home rather than a shelter. The biggest factor is space, the more animals in foster homes, the more open runs in a shelter. This means more animals can be accepted into the shelter and more animals adopted out, equaling more lives saved overall. Space is the hottest commodity in animal rescue.

In addition to freeing up space to save more animals, fostering gives animals valuable home experience. Shelters are a high stress environment that tends to bring out negative behaviors.

It is difficult for an animal to thrive in even the nicest of shelters. Many animals will become withdrawn, reactive, or even sick facing such an overstimulating setting. It is difficult to show well to potential adopters when an animal is constantly in survival mode.

Lauren Kehoe is an avid animal lover and dog owner.

In a home, it starts with a much quieter atmosphere. There are less animals, less noises, less smells, and less human traffic. They can gain experience with a few people and other animals at a slower pace. Dogs can get acclimated to schedules and housetraining. They can learn basic commands, leash walking, and get more mental and physical stimulation. Foster parents often have more time to spend with them, so if a bad habit is detected, it can be worked with early on. It familiarizes them to noises such as doorbells, vacuums, blenders, etc.

Less mental stress means less physical stress.

Animals that are sensitive to external stimuli will sometimes develop allergies or hot spots from licking at themselves. Cats in group settings are very sensitive to upper respiratory infections, which starts with one stressed cat and spreads like wildfire throughout the population. In a foster home environment, these problems are often less severe or do not appear at all.

Animals in shelters are often just numbers and faces unfortunately. Even if a dog or cat is an owner surrender, the shelter or rescue may have little to no information on them. Being in a home not only allows the animal to show its true colors, but the foster gathers a wealth of information to assist in placing the animal in an appropriate home. There are never any guarantees when adopting any animal, but the more time spent and information gathered, the better they can be portrayed and described to potential adopters.

Any animal will benefit from foster, especially in open intake facilities. More specific cases might include a mom and nursing pups, an animal recovering or preparing for surgery, a diabetic animal that needs insulin at specific times a day, or a single animal that prefers human company rather than other animals. Some animals may need a separate space from animals in the home, while some are free to romp with the pack. Speaking to your local shelter and starting the conversation about fostering will help find an appropriate match for your home and lifestyle. Fostering takes some work, but it is greatly outweighed by the rewards.

Volume 5, Issue 73

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The Power of Positive Thinking Hold Strong that Promise to Yourself

by Allison Feehan, N.D., D.Psc., CRMT

Well, it’s the second month of the new year already and usually around this time we have either kept that promise to ourselves or we gave up. New Year’s resolutions are for the birds. I am not going to the negative but the backslide from our original promise can really take a toll on us. So, let’s look to the positive.

We all strive to want to do better by ourselves and/or our friends and family. This commitment to ourselves or to our friends and family can give us this big boost that we have a fresh start to change the things we have been talking about for so long. A new year can give us that change in energy and the excuse of tradition we need to push ourselves for that change. The self-reflection upon that annual self-improvement. This year’s energy kind of remained the same for so many of us.

I had predicted that the first quarter of 2021 was going to have some lagging old negative energy from 2020 but not to fret it will start to subside a bit in late in the first quarter into the second.

According to researchers the majority of people make a resolution geared around getting more exercise, eating healthier, losing weight, quitting smoking, just to name a few top resolutions. “Timothy Pychyl a professor of psychology at Carleton University in Canada, says that resolutions are a form of “cultural procrastination,” an effort to reinvent oneself.” Another psychology professor calls it the “false hope syndrome” meaning that your resolution was unrealistic. I don’t know about you but trying to improve one-self is not unrealistic.

Perhaps we bite off more than we can chew but it isn’t unrealistic in a nutshell. Granted some asks can appear unrealistic at first, but some just take more time to obtain. You just need to rewire your brain or change the way you think. Easier said than done, I know but just hear me out.

When we set goals, we’re taught to make them specific and measurable and time bound. But it turns out that those characteristics are precisely the reasons goals can backfire. A specific, measurable, time-bound goal drives behavior that’s narrowly focused and often leads to either cheating or myopia. Like a couch to 5k. You can’t just run a 5k after not being a runner. Perhaps you could finish but the 5k might be more like a walk instead of a run. Think of your resolution like a manifestation. Manifestations take time and our constant energy placed there in order to manifest it. A resolution or promise to oneself is similar. What are you manifesting? Write down what you want and or need, place your energy there, water it! It’s like creating an area of focus rather than the goal. Yes, we want that end goal but put certain actions into chunks of actions or focus.

Willpower is not a necessarily a character trait that we all are born with. Resolutions and goals are basic energy supply that a person needs for all other acts of self-control as well as other things, like decision-making. Enjoyment and importance are significant factors in sticking to your promises.

Yo u c a n do i t ! !

Wo r k O ut Mo re

G e t Mo re Sle e p

Zero in on your habits and make small adjustments to those. Make small incremental steps towards your promise.

For example, it takes two-minutes to do or 20 minutes to do. Keep positive thoughts in mind, daily affirmations towards your promise to yourself. Try and control your environment in order to be more successful rather than depend on your willpower. And remember to make your rewards enjoyable and important to you. Keep that promise to yourself.

Allison Feehan N.D., D.Psc, CRMT Owner of the Coastal Cottage 64 Bridge Avenue Bay Head, NJ 08742

Eat He a l t h ie r

Yo u’l l F eel Be t te r

St ay Po s i t i ve !

In health and wellness, Allison

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All Business Part 3: Covid Company Regroup & Reboot:

Inspiring Business design Thinking, business model transformation and creative problem-solving to take advantage and see “crisis as opportunity”

by Rosalee Laws

In Part 1 of our Covid Company Regroup Series, we discussed Communication strategies and more productive online collaboration during COVID. In Part 2, we dove into practices for virtual office etiquette along with virtual team tips. All aimed to help businesses during the recovery and rebuilding process now deep into the COVID Pandemic.. In this third part of our 4 part series we want to help you understand and use design thinking in your business. The possibilities are endless in business model transformation and using creative problem-solving to reframe a “crisis into opportunity” for your business.

THE CHANGE

create ideas that better meet consumers’ needs and desires.

The former role is tactical, and results in limited value creation; the latter is strategic, and leads to dramatic new forms of value.

With 2021 now and the ongoing pandemic what has changed in the way we think? How has that change affected the way we design, communicate, build and run our businesses. How has people’s behavior changed? Now with a New Year we can see new opportunities for survival and renewal during on and off COVID lockdowns.

A modern example in Denmark the government had over 125,000 elderly citizens relying on government-sponsored meals. A design company we were called upon by the Municipality of Holstebro to design a new and improved meal delivery service. One of the most notable actions Hatch and Bloom took was the decision to interview and prototype with both consumers and chefs. They found the things that meal recipients were desiring was similar to what the chefs requested as well—a more dignified service with a greater variety of food options. By listening to their concerns, hearing their pain points, and testing out new options, Hatch and Bloom found ways to keep both their customers and employees happy and healthy.

What is Design Thinking?

Thomas Edison created the electric lightbulb and then wrapped an entire industry around it. The lightbulb is most often thought of as his signature invention. Edison understood that the bulb was useless without a system of electric power generation backing it up and the ability of electrical transmission to make it truly useful.

So he created both.

Edison’s genius lay in his ability to conceive of all the moving parts for this new industry and of a fully developed marketplace.

He was able to envision how people would want to use what he made, and he engineered with that in mind. He wasn’t always prescient (Originally he believed the phonograph would be used mainly as a business machine for recording and replaying dictation), but he took into consideration users’ needs and preferences, even though it was an unknown industry.

Design thinking has much to offer the business world in which most management ideas and best practices are freely available to be copied and exploited. Leaders now look to innovation as a principal source of differentiation and competitive advantage; they would do well to incorporate design thinking into all phases of the process. It’s simply a way to take creative ideas and convert them into reality in all areas of business.

How Design Thinking Happens

Edison’s approach was an early example of what is now called “design thinking”—a powerful methodology and framework with the capacity to revolutionize your approach to just about anything. that imbues the full spectrum of innovation activities with a human-centered design ethos. By this I mean that innovation is powered by a thorough understanding, through direct observation, of what people want and need in their lives and what they like or dislike about the way particular products are made, packaged, marketed, sold, and supported.

Design projects must ultimately pass through four spaces even though the nomenclature varies from person to person a generalization of the steps are: 1. Discovery / Data Collection 2. Inspiration / Ideation 3. Implementation / Realization The myth of creative genius is resilient: We believe that great ideas pop fully formed out of brilliant minds and divine downloads Imaginations well beyond the abilities of mere mortals. But what the Denmark team accomplished was neither a sudden breakthrough nor the lightning strike of genius; it was the result of hard work augmented by a creative human-centered discovery process and followed by iterative cycles of prototyping, testing, and refinement.

Design thinking is a lineal descendant of that tradition. Put simply, it is a discipline that uses the designer’s sensibility and methods to match people’s needs with what is technologically feasible and what a viable business strategy can convert into customer value and market opportunity. Like Edison’s painstaking innovation process, it often entails a great deal of perspiration.

Historically, design has been treated as a downstream step in the development process— the point where designers, who have played no earlier role in the substantive work of innovation, come along and put a beautiful wrapper around the idea. Now, however, rather than asking designers to make an already developed idea more attractive to consumers, companies are asking them to Volume 5, Issue 73

Walt Disney famously known for his creativity and before his time in design thinking, used a 3 step approach, the dreamer, the realist, and the critic. As a result of the three main stages above in Disney’s Creative Strategy, the team reached a solid creative idea with an action plan to apply it. The first stage focused

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adopting AI tools and algorithms, as well as design thinking, and using those to redefine their business at scale have been outperforming their peers. This will be increasingly true as companies deal with large amounts of data in a rapidly evolving landscape and look to make rapid, accurate course corrections compared with their peers.

on the creative aspect and sharing creative ideas and solutions.

The second stage focused on reality and how to turn the idea into an action plan.

A Design Thinker’s Personality Profile

Contrary to popular opinion, you don’t need a bureau or a black turtleneck to be a design thinker. Nor are design thinkers created only by design schools. My experience is that many people outside professional design have a natural ability and drive for design thinking, which the right development and experiences can unlock.

Here, as a starting point, are some of the characteristics to look for in design thinkers:

While the outcomes will vary significantly by industry, a few common themes are emerging across sectors that suggest “next normal” changes to cost structures and operating models going forward.

— Supply-chain transparency and flexibility. Neardaily news stories relate how retailers around the globe are experiencing stock-outs during the crisis, such as toilet-paper shortages in the United States. It’s also clear that retailers withfull supply-chain transparency prior to the crisis— as well as algorithms to detect purchase-pattern changes—have done a better job navigating during the crisis. Other sectors, many of which are experiencing their own supply-chain difficulties during the crisis, can learn from their retail counterparts to build the transparency and flexibility needed to avoid (or at least mitigate ) supply-chain disruption in the future. But also now former human transport has changed.

With an unprecedented drop in commercial passengers, airlines have canceled up to 90% of their scheduled flights. But instead of flying people, large airlines like Virgin Atlantic, Lufthansa, United and American Airlines, among others, are instead switching to cargo-only flights. The airlines use the empty passenger cabins to transport much-needed items, including grocery items and healthcare provisions.

1. Empathy. They can imagine the world from multiple perspectives—those of colleagues, clients, end users, and customers (current and prospective). By taking a “people first” approach, design thinkers can imagine solutions that are inherently desirable and meet explicit or latent needs. Great design thinkers observe the world in minute detail. They notice things that others do not and use their insights to inspire innovation.

2. Integrative thinking. They not only rely on analytical processes (those that produce either/ or choices) but also exhibit the ability to see all of the salient—and sometimes contradictory— aspects of a confounding problem and create novel solutions that go beyond and dramatically improve on existing alternatives. (See Roger Martin’s The Opposable Mind: How Successful Leaders Win Through Integrative Thinking.)

3. Optimism. They assume that no matter how challenging the constraints of a given problem, at least one potential solution is better than the existing alternatives. Experimentalism.

Significant innovations don’t come from incremental tweaks.

Design thinkers pose questions and explore constraints in creative ways that proceed in entirely new directions.

— Data security. Security has also been in the news, whether it’s the security of people themselves or that of goods and data.

Zoom managed to successfully navigate the rapid scaling of its usage volume, but it also ran into security gaps that needed immediate address. Many organizations are experiencing similar, painful lessons during this time of crisis.

4. Team Collaborators. The increasing complexity of products, services, and experiences has replaced the myth of the lone creative genius with the reality of the enthusiastic interdisciplinary collaborator. The best design thinkers don’t simply work alongside other disciplines; many of them have significant experience in more than one. At IDEO we employ people who are engineers and marketers, anthropologists and industrial designers, architects and psychologists.

— Remote workforces and automation. Another common theme emerging is the widely held desire to build on the flexibility and diversity brought through remote working. Learning how to maintain productivity—even as we return to office buildings after the lockdown ends, and work with hybrid models. As companies continue to automate activities—will be critical to capturing the most value from this real-world experiment that is occurring.

In retail, for example, there has been widespread use of in-store robots to take over more transactional tasks like checking inventory in store aisles and remote order fulfillment. These investments won’t be undone postcrisis, and those that have done so will find themselves in advantaged cost structure during the recovery.

Reinvent Your Business Model at Its Core

Now with this design thinking in mind and the characteristics we’ve covered, going beyond comfort zones requires taking an end-to-end view of your business and operating models.

Especially now that COVID has spared none and shaken most businesses to their core, and not suggested change, but demanded it for survival. Even though your resources are necessarily limited, the experience of leading companies suggests that focusing on areas that touch more of the core of your business will give you the best chance of success, in both the near and the longer term, than will making minor improvements to non core areas. Organizations that make minor changes to the edges of their business model nearly always fall short of their goals.

Tinkering leads to returns on investment below the cost of capital and to changes (and learning) that are too small to match the external pace of disruption. In particular, organizations rapidly Volume 5, Issue 73

— Grocery stores and Restaurants are now more difficult than before. Grocery stores are implementing partners like instacart for delivery service. Restaurants have access to fresh produce and need a revenue stream. Many restaurant chains, including Panera, California Pizza Kitchen and Subway, have begun selling fresh groceries. We can now order items like fresh vegetables, meat, eggs and even beer to pick up alongside their restaurant orders.

The services guarantee customers can get the grocery items they need and provide a much-needed lifeline to restaurants.

(Conitnued on page 16)

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(ALL BUSINESS, conitnued)

Changing the Conversation and the Mindset Potential to be a Game Changer Design thinking’s most significant impact is the way it adds new possibilities to the old and ongoing conversation between those in need, those doing the work and those controlling the resources. Finding new opportunities for learning from this conversation is perhaps the most productive path to innovation. the kinds of changes in the conversation that design thinking processes has produced:

5. Teams spent their time in meetings figuring out how to start small and learn instead of trying instead to create the perfect plan before any action could be taken.

1. People talked about envisioning new possibilities together instead of pointing out constraints or defending their personally favored recommendations.

These changes in old business conversations reflected a significant change in the mindset with which the managers and their design partners approached innovation, and set in motion a series of behavioral changes that impacted the outcomes they produced.

6. They designed marketplace experiments instead of just arguing over PowerPoint presentations in conference rooms. Then they actively searched for disconfirming data instead of picking out the data that supported their ingoing hypothesis.

2. They spent time together exploring what was going on in the market today in order to get alignment on a definition of the problem instead of jumping immediately to solutions.

The last year has changed how businesses everywhere operate.

Even with federal help and the beginning of vaccinations underway, undergoing transformation and pivoting to a new direction could be the only way many companies stay alive. That question will have to be answered one organization at a time. Design thinking has the potential to be a game changer and a positive pandemic paradigm can be adopted, which could actually be applicable to some, in both business and in life.

3. They shared deep primary data gathered from the customers they wanted to create value for and mined it for deep insights instead of compiling web-based surveys that revealed only superficial attitudes and opinions.

4. They listened with the intent to understand their teammates’ perspectives and to build on them instead of listening for weaknesses to use in their debates.

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residents azine for ant Boro. g a m , le t Pleas l, lifesty your loca t Beach and Poin ine for residents is g in iv L n a az 08742 oint Pleas cal, lifestyle, mag P , d a e H your lo of Bay a Girt. an Life is Manasqu uan, Brielle and Se q of Manas 08742 Living / Manasquan Life is: Steve DeJacimo Owner and Editor 732.239.1482 sdejacimo@gmail.com Debbie Lada, dzigns Design Director 201.906.9454 dzigns4you@aol.com Jennifer Malpass Photographer, Photo Editor

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