By Barbara Candiano-Marcus
Increase YOUR BABY’S POTENTIAL!
Winner of 13 nationwide awards, the newborn Prodigy Company’s DVDs and CDs have spread out a thrilling new global for infants to discover. Now the author of this landmark sequence provides an easy, straight forward advisor no dad or mum may be with no. This attention-grabbing publication indicates how stimulation impacts the intelligence and happiness of your child. It offers a software of actions that would increase your infant’s sensory awareness–hearing, seeing, touching, feeling, and tasting–in order to jumpstart outstanding mind progress through the serious first 3 years of existence.
• sanity-saving assistance for sleepless nights, fussy days, colic, and more
• bonding and soothing ideas to exploit in the course of your baby’s first 3 weeks of life
• effortless, satisfying actions to advertise improvement in very younger babies
• milestones to appear for as your baby grows–from beginning via toddlerhood
• inventive how one can stimulate interest, cognizance span, reminiscence, and worried procedure advancement
• the proper books and toys that may encourage studying and retention
• child speak: what your child is attempting to claim, and the way to speak for your child at each degree of development
Read Online or Download Baby Prodigy: A Guide to Raising a Smarter, Happier Baby PDF
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Additional info for Baby Prodigy: A Guide to Raising a Smarter, Happier Baby
1992). Lastly, it is important to note that it is not only the rigidity of cognitive frames that determines strategic flexibility but also their congruence (Kaplan, 2008b). As Kaplan (2008b) shows, incongruent frames entail ‘framing contests’ and engage middle managers in highly political discussions. These ongoing debates hamper decision making and ultimately contribute to a further decreased speed of adoption. Summarized, rigid mental model has a negative effect on adoption speed, intensity, and flexibility.
On the contrary, the characteristic curves of discontinuous technological changes exhibit sharp bends and steps: Knowledge, resources, or product features that are crucial for the old technology become irrelevant whilst new knowledge, resources, or product features become necessary. Whereas some authors, for instance Christensen, become very specific about detailed characteristics of these changes such as the development of product performance criteria over time, others such as Kaplan remain rather vague when defining the nature and characteristics of their focal construct.
The tendency to engage in political resistance is reinforced by middle managers’ incentive systems that typically mirror the preferences of external stakeholders who, as described, prefer predictable over non-predictable returns. Consequently, incentive systems for middle managers are typically aligned to short-term instead of long-term firm goals and enhance middle managers’ political resistance to the adoption of discontinuous changes. As a result of political resistance, middle managers typically support continuous innovations (Christensen & Bower, 1996) and stall the interpretation and decision-making processes, resulting in a decreased speed (Hill & Rothaermel, 2003; Pfeffer, 1992).