#but he is also a key factor in maintaining that very same system's status quo

[sangrefae]

i feel like it must be said that i very much enjoy mithrun, he's one of my favorite characters, but the way the community at large handles him with safety gloves as if he'll break at the slightest criticism is very frustrating considering his role in the story is that of an antagonistic force

[plagueamon]

Code Geass MBTI Challenge Turn 10: Diethard Ried - ENTP

Turn 10 marks the first time a type is repeated in Code Geass. The first of quite a few in fact, as our list contains almost twice as many characters as there are MBTI types (not to say that every type will be represented by the same number of people). What this means, however, is that I now have the opportunity to show you just how varying people can be even when they are typed as the same. This mainly depends on such things as ho well developed/healthy the person in question is as well as factors that have subjective importance to their personality and upbringing. Diethard Ried is a very good example of this principle, specifically in contrast to our previous ENTP representative - Milly Ashford. Before I start explaining this character’s functions, please keep in mind, that this post will contain heavy Code Geass spoilers, so consider yourself warned. With that out of the way, let us analyse why Diethard Ried is an ENTP.

Dominant Extroverted Intuition/Ne

Appropriately to his dominant function being extroverted and perceiving, Diethard himself sees his single purpose in life as that of an observer, being motivated by a strong desire to personally witness the most amazing and historically impactful events he can get to. For this very reason he joined Lelouch and later Schneizel, both of whom allowed him to be a part of plans that severely changed the world. On the surface Diethard’s obsession with being where the action’s at may appear as dominant Se, however there are some key differences to consider here. Unlike for a Se-dom, his excitement comes not from the experiences themselves, but rather from how the people he follows actually accomplish things that seem nearly impossible to him. For a person with a dominant intuitive function nothing seems quite as interesting as basically seeing literal fantasies and thought experiments being put into reality. This is why Diethard doesn’t mind getting involved in the wars he wants to record: when what you care the most about is creating a great story, objectivity truly may be a myth for some.

The extroverted component of Diethard’s dominant function can be seen in how the plans he wants to see carried out have no personal significance to him. There is no benefit to be gained for him, no need to reflect on the his or Lelouch’s reason for doing what they’re doing, hell, he doesn’t even come up with the plans and does whatever work he is assigned, no matter how amoral. The sole impressiveness of Lelouch’s and Schneizel’s plans are enough to keep him motivated. Notably, Diethard’s admiration for both of his leaders comes from what they can do, not just how smart they are. Clovis was smart too and  very skilled at manipulating Japan’s population to maintain a status quo. What he was not is a genius who had both the will and ability to change the world into something never before seen, and that is why Diethard was bored serving under him.

Because Ne is a function based on associative thinking and connections, Ne-doms more often rely on their thinking skills rather than their knowledge of any particular subject, and recognising Diethard’s intellect, Lelouch made him a high ranking officer, despite him being a Britannian who is generally disliked by the rest of the Black Knights. Lelouch was later proven right in his assessment of the journalist, as Diethard has shown a gret ability to think for himself when unable to turn to his leader for guidance. As a result he is one of the few Black Knights to avoid imprisonment at the start of R2 and eventually ends up betraying his master, making Lelouch’s path to victory that much more difficult.

Auxiliary Introverted Thinking/Ti

Diethard’s Ti is expressed in several ways. For one, it makes him a skilled journalist, who is not only good at his job, but also has a deep enough understanding of his skills to be able to use them for his new position as an intelligence officer. Even more interesting is the fact that journalism was basically the only thing Diethard was passionate about before he joined the Black Knights, so it is only fitting that he adapted some of the job’s principles as a kind of personal philosophy: all is well that makes for a good story, consequences be damned. The reason for why Diethard’s Ti is not dominant, however, is that his passion for journalism is not his core motivation throughout the series, but a way for him to support his Ne ambitions. In fact, he has no second thoughts about abandoning some essential journalistic standards when he views them as an obstacle, his belief that objectivity is a myth is a perfect example of that. This also shows that Diethard’s views regarding journalism are affected by Britannian society, which also doesn’t shy away from fabricating stories in media. Knowing that, we can conclude that this is an example of Diethard’s Fe affecting his Ti judgements, which also shows that his Fe is tertiary and his Ti - auxiliary.

 Much like with Milly, Diethard’s Ti gives him an experimental side, and this is seen in how he likes to challenge the beliefs of fellow Black Knights and question the validity of their views. Ti’s situational/subjective logic is a double-edged sword when it comes to these arguments: Diethard notably tends to debate against morally driven characters, specifically Tohdoh and Ohgi (it’s no coincidence that an ENTP and an ISFJ have so much trouble cooperating), showing the ability to deconstruct their arguments by selecting relevant facts. However, this also shows a level of bias, as we can see when the team loses Zero and needs to decide what to do. While Diethard makes some reasonable arguments in favour of looking for Zero, he ignores the dozens of lives at stake, because they don’t matter to him personally. He knows that without Zero he would have no interest in helping the Black Knights, so he skews the argument to make himself appear more right than he actually is.

Tertiary Extroverted Feeling/Fe

Diethard is a classic example of how ENTPs (specifically in fiction) tend to handle tertiary Fe. While he has a good understanding of social rules and obligations and and the ability to often use them to his advantage, he lacks any kind of personal investment in such things and usually sees them as a means to an end. We can see evidence of this at the start of the series, when Diethard was still working for Clovis: his ability to manipulate media in a way that made Area 11 appear like peaceful utopia and pacified its citizens gave him a high position and a considerable amount of influence in Britannian society, yet he found himself bored and ditched his privileges as soon as he found something more interesting to do. This is even communicated in his character design: despite spending a lot of time in the company of the highest members of Britannian society, Diethard prefers an attire that can be describe as plain at practical at best - fully committing to his social circle is something he considers a waste of his time.

Tertiary Fe happens to be the first major point of difference between Diethard and Milly Ashford. Milly is a healthier ENTP, who, while independent, was still influenced by her upbringing and social environment enough to develop a healthy level of compassion, morality and genuine investment in the lives of her friends - it’s what helps her listen to them and eventually see her own flaws. And then there is Diethard. While we don’t know anything about his life prior to the events of R1, he certainly also seems to be a product of his society, but in a completely different way. In a political system that promotes amoral and manipulative methods, Diethard too has absorbed these values when it comes to achieving his goals, even if he has no interest in the system itself. This makes him only use his Fe to satisfy the urges of his dominant Ne (loop) instead of using it to learn from others or make meaningful connections with them. In this sense, Diethard can be considered a foil to Milly, having many similarities, but some crucial differences from one another..

Inferior Introverted Sensing/Si

As the embodiment of any person’s main flaws and weaknesses, the inferior function is often used to give characters an arc, something they would need to overcome. Both Diethard and Milly possess the same inferior function and hence their inherent flaws are similar, but only Milly learns to be a better person in the end.

Ne is a function that is concerned with theoretical connections between facts. It is therefore directly opposed to Si - a function that focuses on the facts themselves and how they are relevant to the function’s user. For characters with inferior Si, such as Diethard, this means that they focus too much on the external and end up lacking substance or a clear identity as people. This isn’t immediately obvious for Diethard, because he is neither aware, nor cares much about his flaws, but it becomes much more apparent as time goes on. Note that throughout the whole series Diethard has not made any meaningful connections with anyone or anything; he is so obsessed with what he wants to see Lelouch do that he is not even remotely concerned with making others trust him or developing any attachment to even his work, making him the amoral cynic that we all know. And while Milly’s more healthy use of her functions allowed her to find herself and lead a much happier life, Diethard only realised what he was lacking in his final moments.

While he did everything to satisfy his Ne desires and was effective in his service, he failed to earn anyone’s trust or respect as a human being, so when it came to his death, even Lelouch did not see it as worth his effort to show Diethard a last act of kindness.

However, please keep in mind that this is only my opinion on the matter and I will welcome any criticisms or alternative opinions to discuss them. If this article was interesting for you, stay prepared for next time, when I shall discuss the MBTI type of Jeremiah Gottwald.

[amitbwadhwani]

Real estate industry lauds RBI’s policy to boost demand

The Reserve Bank of India (RBI) has decided to keep the key policy rates unchanged with accommodative stance. No change in the repo rate has been announced. The pause has come after two consecutive rate cuts in March and May this year.

With no cut in the repo rate, borrowers who have loans linked to an external benchmark are likely to continue to pay the same EMI for now. The factors that can now impact your EMIs are the margin charged by the bank over and above the external benchmark rate and the risk premium. The real estate industry welcomed the move and initiatives the apex bank has taken to infuse more liquidity in the system to boost the demand and improve consumers' sentiments. Here is what the real estate industry said: Dr. Niranjan Hiranandani President – Assocham and NAREDCO A positive step by the Reserve Bank of India to pay heed to India Inc's long pending demand of one time restructuring of loans without classifying them as NPAs, by setting up an expert committee steered by KV Kamath. Opening up the window for restructuring of loans to companies, individuals and MSME under mandated safeguards grants breather to the liquidity strapped industry. A flexible repayment scheme under the new resolution framework shall bring in the much-needed relief to resume operations smoothly. He additionally acknowledged the fact accorded by the RBI governor of maximum transmission of rate cut benefits percolating down the banking stream, which shall be reflected in easing the credit supply to meet working capital needs of the Industry across the board. Additionally, liquidity of Rs 5,000 crores announced to be infused in NHB will definitely aid the reeling sector to tide over the liquidity crisis. Anuj Puri, Chairman – ANAROCK Property Consultants Much along the expected lines, the RBI kept repo rate untouched at 4% and reverse repo rate at 3.35% amid a recent rise in retail consumer prices. The RBI was expected to do all it can to keep the inflation rates reined in for the duration. However, the RBI announced several additional measures that will go on to accelerate the economy, enhance liquidity, improve flow of credit and deepen digital payment facilities, among others. Commendably, its allotment of INR 5,000 crore each to National Housing Bank and NABARD is a much-needed step for sectors including real estate reeling under the liquidity crisis. It will help infuse capital into the HFCs and eventually provide relief to developers battling liquidity issues in COVID-19 times.

Satish Magar, National President, CREDAI CREDAI welcomes RBIs announcement of infusing additional liquidity of Rs 10,000 crore through NABARD and NHB as this will increase the access and availability of funds for the cash starved real estate sector. Extending timeline for restructuring the stressed MSME loans till 31st March 2021 is an encouraging step as MSME sector is a backbone of our economy and forms a large part of real estate development industry. However these measures are not enough for revival of the economy and there is an  urgent need for restructuring of stressed loans in all sectors, specifically  the real estate  industry as  it is in dire straits from a  very long time even before the pandemic has hit the world economies. The expert committee formation under Mr KV Kamath's expertise and leadership is being constituted to look into the loan recasting matters and we at CREDAI are hopeful that it will also address our pertinent request of one-time restructuring of the loans for the real estate sector as this is crucial for the sectors survival and for the large number of people whose livelihoods are dependent on it. Rajan Bandelkar, President, NAREDCO West The RBI has approved a long pending demand of the real estate sector to allow one-time restructuring of loans. This will boost the much-needed liquidity and streamline stressed assets in the real estate sector. But this restructuring comes with a stipulation and It will be implemented by March 31, 2021. It would have been an icing on the cake, had the RBI considered the net worth positive projects and allowed one-time restructuring for all the projects, which were held up. On the other side, the move will upscale the efforts of the realtors to revive the housing demand by selling-off unsold housing inventories too. Another Rs 10,000 crore window facilitated through the National Housing Bank & NABARD will shield the housing sector from liquidity disruptions and will augment the flow of finance to the sector through housing finance companies. This provision will reduce the stress being faced by smaller non-bank finance companies and micro-finance institutions in obtaining access to liquidity. Rohit Gera, Managing Director, Gera Developments Pvt Ltd The RBI has retained the benchmark rates unchanged in light of the outlook on inflation. In order to transmit earlier reductions,  banks and HFIs must be pushed to lower mortgage rates for home buyers.  This will provide an impetus to the housing industry. Shishir Baijal, Chairman & Managing Director, Knight Frank India Today's announcement by the RBI Governor is welcome as it addresses one of the long-standing requests by the real estate sector. The loan resolution plan, which allows for payment moratorium up to 2 years, for corporate and personal borrowers should provide a breather to stressed real estate developers and individual borrowers in the housing segment alike. We look forward to the recommendations of the Kamath Committee on the details for the real estate segment. We also welcome the announcement of further liquidity infusion to the tune of INR 5000 Crores to National Housing Board (NHB) which should be able to provide some relief during these times of crisis. While the sector was looking at a further revision in policy rate, to boost demand, we appreciate the accommodative stance by the RBI, in the wake of high rate of inflation which may have necessitated keeping policy rates unchanged. The Governor revealed that real GDP of India will trend in the negative territory for majority of FY 20 – 21, which causes concern for the real estate sector as economic growth and stability is a key ingredient for its long-term growth.

We hope that these measures will provide relief to the real estate sector and help them maintain their status till the economy starts to regain its growth momentum. Anshuman Magazine, Chairman & CEO - India, South East Asia, Middle East & Africa, CBRE The RBI's decision to provide additional liquidity to National Housing, even though it kept the repo rate unchanged at 4 percent, is a positive step towards infusing liquidity and help NBFCs and housing sector tide over the liquidity crisis. The additional funding will ease the cashflow burden, improving the overall sentiments and market performance. In addition to this, RBI also allowed a one-time restructuring of loans without classifying them as NPAs, enabling lenders to implement a resolution plan, without a change in ownership. We welcome these announcements as they are directed towards preserving financial stability and strengthening consumption, thereby giving a push to economic recovery. Ravindra Sudhalkar, CEO at Reliance Home Finance The RBI's Rs 5,000 crore support to National Housing Bank (NHB) will give the housing sector a boost and benefit both developers and buyers. With greater finance flow, the developers in need of small capital can now complete their stalled projects. Along with this, the window to enable MSME lenders to restructure loans will ease burden on genuine borrowers. Incentives to banks to lend to priority sector should also be transferred to NBFCs and HFCs, as affordable housing is also one of the priority sectors and a key industry for the economy. Not cutting the rates any further will protect the returns of savers and will not push borrowers, including banks and NBFCs, to lend any further and help in maintaining asset quality in stressed sectors. Maintaining an accommodative stance indicates the RBI will intervene to provide the right push and direction to growth when the economic activities start picking up in future. Surendra Hiranandani, Chairman and Managing Director, House of Hiranandani We expected more stringent measures from the RBI booster to revive the economy. A cut in the policy rate could have helped stimulate growth and demand particularly in the wake of Covid 19 crisis. The urgency to take direct measures for consumers to revive growth in the residential real estate was the need of the hour in the present scenario as it would have persuaded potential customers to firm up their decision to buy their dream home. With RBI maintaining status quo on policy rate front, it is also important to focus on improving the transmission of the past rate cuts as the repo rate is still at a historical low. An amount of Rs 10,000 crore of additional liquidity provided to NABARD and National Housing Bank is a welcome move as it will help the NBFCs and housing sector to tide over the liquidity crisis. Residential sales across cities are gradually reviving with the lockdown being lifted. The fence-sitters will have no better time to buy than the current period. People have already assessed the importance of owning a home, considering the Covid 19 crisis now. They can take advantage of the numerous offers coupled with the attractive home loan rates.

Going forward, the real estate sector requires additional support at this stage as it can act as a catalyst in resurrecting the economy, backed by stringent fiscal and non-fiscal measures. Furthermore serious and effective steps are required to be taken to boost the demand side of the economy and spur consumption which we hope will happen soon. We need to drastically and aggressively lower interest rates to kick start the economy. We hope the RBI will continue to take positive steps for the economy at large, and make it enticing for home buyers. Manoj Gaur, MD, Gaurs Group and Chairman, Affordable Housing Committee, CREDAI (National) Real estate sector needs hand holding at this point in time. Though unchanged repo rate is understandable the need to have special measures in place cannot be denied. The buyers are coming back to the sector after realizing the importance of real estate asset backed by historically low EMIs, the developers too need some interventions that can help them expedite the process of development. Amit Modi, President (Elect) CREDAI Western UP and Director ABA CORP Market experts predicted a repo rate cut by 25bps in today's announcement by RBI, but fortunately the longing demand from real estate sector of loan restructuring was declared. With the consumer confidence low due to the ongoing pandemic situation, and real estate sector going through a period of strife, we appreciate the government’ efforts and keen eye to look into initiatives that will help us in generating more demand in the real estate market as well as helping millions of first time homebuyers to realize their dream. Loan restructuring will strengthen the real estate outlook for developers in the coming years and pave way for a consistent growth. Pradeep Aggarwal, Founder & Chairman – Signature Global Group & Chairman - ASSOCHAM National Council on Real Estate, Housing and Urban Development It was an expected move by the RBI to keep the repo rate unchanged and it is commendable that it is doing its part to ensure that the economy stays on the right path. However, the banks have not yet passed on the benefits to the consumers, which are not benefitting the real estate sector that in turn is affecting the allied industries too. RBI should take action so that banks should extend loans to the real estate sector. Liquidity crisis has to be tackled soon as situation after Corona is dismal; this cannot happen until and unless banks take a firm decision to back the sector that has many allied industries attached to it. Mohit Goel, CEO, Omaxe Ltd. With sharp reduction in policy rates announced since March, a pause was always on the cards. But we expected the apex bank to announce some measures like restructuring of loans, which could have reduced the stress on the sector and given  boost to demand. However, the decision to constitute an Expert Committee under imminent banker KV Kamath to recommend financial parameters, along with the sector-specific benchmark for resolution plans is a welcome step. The infusion of Rs 5000 crore in NHB is also a step in the right direction to boost liquidity. Ashish Bhutani, MD, Bhutani Infra RBI Monetary Policy Committee has kept the repo rates unchanged, even when market experts cited the conditions being favorable for it. This decision was taken due to the signs of revival, that the MPC has observed with unlock. However, the continuous surge in cases is constantly hampering the stability that commercial real estate needs for planning the expansion, mapping the already allocated funds, driving international investments, and dispersing some amount of capital to construction and permissions required.  We are hoping apex financial institutions assess the realty market closely to deliver, if not repo rate cuts then some other kind of relaxation to improve sentiments of associated stakeholders. Uddhav Poddar, MD, Bhumika Group The main issue is that banks have not taken adequate steps to reduce the rates or to ease the liquidity. All the good steps taken by RBI earlier will not bear fruit if the banks don’t take necessary action at their level. Real Estate is badly affected due to the pandemic  and we need support from the banks by providing adequate liquidity to the sector and providing cheap home loans to the customers, to make sure the segment can flourish again. We have to understand that real estate is an integral part of economic growth as it is the largest employment generator. Rajat Goel, JMD, MRG World Repo rate cuts have been announced time and again by RBI during the last few months to combat crisis. The recent announcements made are an indication that the industries and economy have a void to fill created by 3 months of lockdown. Real estate being a sector with high-end products is vast and delivers a major impact on the overall growth of the nation. The benefits provided to this sector will have far reaching impact to the economy as a whole. We are elated government has shown support towards us with schemes like CLSS & PMAY ,realty will now be able to fully utilize its potential with the impetus provided. Raman Gupta, Director- Branding & Construction- GBP Group In today's announcement the apex bank has kept the repo rate unchanged to 4% which was an expected move to keep the economy of the country afloat amidst the pandemic. Being one of the major contributor to the economy of the country, the benefits provided to the sector will have a positive impact on the overall growth of the nation. With the schemes like CLSS & PMAY along with the low repo rates the customers are moving back towards the real estate sector. Along with providing one time loan restructuring to MSMEs we expect the apex bank to announce the same for real estate sector as well. Rohit Poddar, MD, Poddar Housing and Development Ltd and Joint Secretary, NAREDCO Maharashtra Additional Specialty Liquidity Facility is a welcome move for the real estate sector just before the onset of the festival season. RBI focusing on augmenting liquidity with an accommodative stance with no rate cut is a smart move in terms of channelizing the demand-based macros in the economy. As liquidity in the system is important to allow the financial institutions to transmit RBI's rate cut benefits with reduced loan interest rates to the borrower, Additional Specialty Liquidity Facility (ASLF) is thereby, seen as a welcome move. ASLF of Rs 5000 crore to the National Housing Bank will provide much required cushioning for the housing finance companies to lower the home interest rates. This will translate into an upsurge in demand with a lower cost of credit to the home buyer and materialize in a likely upsurge in residential inventory offtake especially in the near onset of festivity in the country. Ankush Kaul - President (Sales & Marketing) - Ambience Group.   The RBI's decision to keep the accommodative stance on key policy rates comes on expected lines. The Central Bank has already reduced the repo rate by more than 160 bps in the past 12 month's period. With concerns over high food inflation and rise in Consumer Price Index (CPI), economic uncertainty, markets continue to remain in turmoil. In such a scenario, several additional sops are required to strengthen the hands of consumers. All of these have a direct bearing on the real estate market too. Due to the current caution, homebuyers, in general, are either postponing their purchase decision or are reducing their investments budgets. This said, we expect the market to certainly revive once there is a cure to pandemic and the spread of the virus is arrested. Lincoln Bennet Rodrigues, Founder and Chairman, Bennet & Bernard Group   The pause in policy rates and accommodative stance reflects the central bank's concern about inflation and surplus liquidity in the banking sector. One-time restructuring for Covid-19 stressed accounts is a step in the right direction. Also, an amount of Rs 10,000 crore of additional liquidity provided to NABARD and NHB will help the NBFCs and housing sector to tide over the liquidity crisis. While the RBI has pumped huge amount into the financial system to encourage banks to lend more, yet loan growth has been languishing because of the economy's slump. The interest rate should be reduced with firm liquidity measures as this is the need of the hour backed by specific fiscal measures to give much-required stimulus to the sector. However, further cut in policy rates would have definitely resulted in the much needed demand booster ahead of the festive season.

The current scenario offers excellent investment opportunities in residential real estate as affordability is at all time high. The new- age millennials will want to shift to dream holiday home that offers safety, privacy and luxury, all in one space. The post-pandemic world will be good for the real estate sector as it offers you the best bet - stability, security and safety. Real estate sector is one of the few sectors which have the potential to kick start a sluggish economy. Going forward, we hope that the government takes more developer and investor-friendly initiatives for the betterment of the real estate market in the near future. Rahul Grover, CEO, SECCPL With so much rate cuts already done, it was expected that RBI would take a pause and it's not surprising. We at SAI believe that the Industry collectively will benefit more from complete removal of lockdown as well as restrictions on public transport than from Monetary Policy or other interventions. With credit growth already at a low and rate cuts not resulting in credit transmission, the real estate sector hopes that smooth functioning of the economy would be a priority for the Government. Real estate contributes a good chunk to employment of labourers and it's important to keep the economy moving. State Governments should give up on risk aversion and ease lockdown completely by the end of August. Dr. Nitesh Kumar, MD & CEO, Emami Realty Real Estate is struggling with COVID-19 crisis and poor demand we were hoping a further cut but due to food inflation and rise in fuel prices RBI has taken a pause. But we are welcoming the regulatory and developmental proactiveness taken by RBI. It will go a long way in ensuring the financial stability of the country. As per industry demand, RBI is setting up an expert committee to decide into sector-specific financial parameters for loan restructuring. Putting additional liquidity to NABARD and National Housing Bank can give some relief in fighting with the liquidity crisis, and also improve the sentiments for the Real Estate industry. Kaushal Agarwal - Chairman, The Guardians Real Estate Advisory The RBI was expected to announce a status quo on rates after multiple and significant repo rate reductions over the past few months. The move to offer a further Rs.10,000 crores to NABARD & NHB will help bring liquidity to the sector. The 90% lending against gold will make it easier for the middle class to avail liquidity. It is important now for the RBI to further reduce the reverse repo to help banks lend further and let go of the cautious approach that has been adopted currently. Importantly, the move to form an expert committee to examine the one-time restructuring of loans will significantly help borrowers mitigate the impact of COVID-19 and the subsequent lockdowns. Bhushan Nemlekar, Director, Sumit Woods Limited   The decision to allow one-time restructuring of loans by RBI is a great news for the real estate industry. This will certainly help a lot of developers to complete their projects on time and a lot of buyers to get their homes soon. Dr. Joseph Thomas, Head of Research - Emkay Wealth Management As expected, it is status quo on rate, and the emphasis is more on continuing with the accommodative stance, and liquidity enhancement measures, and the restructuring of the stressed loan portfolios. The outlook for growth and inflation continues to be uncertain, and contraction in GDP growth is expected and inflationary pressures are expected to remain elevated in Q2 and it may moderate in Q3. RBI has clearly stated that there is further room for a rate cut, but the RBI will wait and watch for a "durable reduction", in inflation for further rate action. This amounts to saying that only if there is sustained fall in inflation especially food prices RBI may consider further rate cuts. This does not rule out further rate cuts but makes it linked to inflation performance. The RBI policy has been effective in the desired direction in the last one year and especially so after the pandemic started. The transmission of the benefits of a rate cut has been possible only due to the efficient and easy liquidity management. The OMOs reduced the cost of funds across the board. Borrowing costs through CPs and CDs were at low single-digit levels after more than two decades. The NBFC space is better now due to the liquidity action. What was needed from the RBI this time around was a reaffirmation of the accommodative policy, which the RBI has done very explicitly. The liquidity management is also being done pro-actively which would help the short- term rates to remain stable to lower. The policy takes cognizance of the economic realities around growth and inflation and has adopted a pragmatic approach to the resolution of important issues. Nish Bhatt Founder & CEO, Millwood Kane International The central leaving the key rates unchanged was very much on expected lines, key rates were slashed by 115 bps in 2020 and yet to see a full transmission. Inflation hovering near the 6% mark is worrisome as the RBI mandate is to keep rates in the range of 2-6%. The policy stance kept 'Accommodative' signals the central bank's intent to cut rates in the near future if the need arises. Measures like additional liquidity support, loan restructuring will help the industry with easy access to credit. Ample system liquidity, availability of credit at affordable rates is imperative for recovery. Allowing restructuring of loans for stressed MSMEs will help lending banks as well as small businesses. A robust loan restructuring policy is required to keep bad loans and the health of banks in check. Nikhil Gupta, Economist - Institutional Equities, Motilal Oswal Financial Services Ltd: RBI policy has been very balanced. While interest rates have been kept unchanged, the intention to support the borrowers and the lenders through this pandemic crisis is clear. The final impact would be determined by the recommendations of K V Kamath Committee, which will be very closely watched.

This article was originally published in English content.magicbricks.com

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[gravitascivics]

SOME KEY IDEAS REGARDING DEVELOPMENT

Some years ago, verging on fifty, Samuel P. Huntington wrote a fairly influential book, Political Order in Changing Societies (POCS).[1]  In that book, he offered an analysis of what factors affected the aims and goals of lesser developed countries (LDCs).  With the conflicts in southeast Asia of that time (the sixties), there seemed to be a bit of interest over the challenges LDCs faced – challenges that still exist today.

Communist attempts to spread their influence among those nations probably spurred a lot of interest here in the US.  With the fall of communism, at least that communism that emanated from the Soviet Union and a more virulent Red China, concern in the US has waned a bit. But it is felt here that what Huntington wrote about those countries, does seem to have relevance today.  It gives one not only understanding of what can or should happen to LDCs, but perhaps what is happening or should happen in the US.

         This posting and, at least, the next posting will review Huntington’s book and draw from it what might give one understandings over current American realities and their significance.  At first, the review will describe that book’s content as it dealt with the LDCs’ issues.  Overall, POCS is a systems analysis of what Huntington saw was the most pressing problem LDCs faced; i.e., their ability to govern.

         His study assumes that any analysis of an LDC should be contained within the boundaries of that LDC.  It should also question that nation’s political system’s ability to meet the social/political/economic requisites necessary to stave off decay, that could eventually lead to systems failure.  In other words, for LDCs that are in the midst of developing, their efforts are on a time clock; can they accomplish sufficient development before their system fails bringing its efforts to a crashing end?  It turns out, development unleashes disruptive forces.

And what are they aiming to develop?  That would be becoming a society with a self-sustaining economic system, sufficient equalization of economic distribution, and sufficiently democratization of political processes.  In other words, how much like the Western democracies of North America and Europe can they imitate or resemble.  

So far, a more current reading of this study suggests two criticisms one can lodge against the book:  one, it “unwisely” limits its view to only internal factors – perhaps paying an unjustified blind eye to the manipulation external elites and powerful nations have on the politics of LDCs – and using capitalist nations of the West to be the model for these nations to follow – irrespective of their varied cultures, geographic conditions, or historical narratives.  But with that in mind, one should move on.

What Huntington seemed to be after was his hope that subsequent emperical studies of LDCs would identify those factors that lead to political conditions in which polities can govern.  In that, he made a further assumption:  development or (another proWestern term) modernization creates new social forces within societies and, in turn, they cause disruptive influences which makes necessary adaptations hard to accomplish.  It was Huntington’s observation that success in adaptation, at that time, was rare.  Instead, one could expect, in those nations, instability.

So much so, that Huntington saw stability as the essential prerequisite to development or modernization.  Stability was his measure of a polity’s ability to govern, and, therefore, he held it as his major focus – his major dependent variable or condition.  He seemed to be warning:  get this wrong and all else is a waste of time; development will not happen.  

Yet, both on the part of developed nations who are playing a role in LDC development and indigenous parties involved in that process tend to be insensitive to or not sensitive enough to the implications of Huntington’s advice. These players, Huntington judged, were missing the mark for they were not addressing the essential requisites and that neglect landed up only furthering disruption.

He identified a complex social fabric.  Events that on the surface seem prudent and positive, prove not to be; while, events that intuitively seem dysfunctional, turn out to be essential. For example, what usually is disruptive, violence, at times proves unavoidable and useful.  Where economic development, seen as an independent goal, can be of obvious use, but at the same time proves to be disruptive.  And then there is corruption – at times, believe it or not, a potential substitute for revolution or rebellion – is almost synonymous with instability.  Complexities abound.

The central argument posed by Huntington was that relatively high modernization (development) progressions, which can be measured by rates of social mobilization and economic development, but is accompanied with relatively slow pace in the development of political institutions leads to political instability.  To digest what Huntington meant, one needs a clear understanding of his major ideas.

An understanding of modernization or overall development calls one to appreciate what its essential attribute is:  social mobilization.  The term, social mobilization, refers to a process.  That process is felt or observed when traditional economic, social, and psychological commitments no longer hold, forcing people to attach themselves to new values, attitudes, and most importantly to higher economic expectations.  

In other words, it is large scale transformative change at a national level.  Readers of this blog, hopefully, can appreciate, from past postings, how difficult that is to accomplish at the level of an organization, much less a nation.  Yet, Huntington claimed that that needs to occur for a nation to modernize.

As for the other ideas:  Huntington saw the idea of higher economic development as mainly a nation being able to produce higher quantities of material output, usually manufactured goods. LDCs usually already produce high quantities of agricultural goods and/or minerals.  The problem is:  the land used for those activities are owned by the elite few who tend to be very rich and as such have a vested interest in maintaining the status quo.  

Political institutions are organizations and procedures which routinize political behavior into accepted forms.  People accept these forms and they are usually referred to as political norms.  An example of this could be when two cars happen to run into each other, the police come out, ask questions, perhaps take pictures, make sure everyone is alright, and so on.  That is what is expected in, say, the US; a policeman taking a bribe from the luxury car driver is not expected and defies a political norm, as well as a law. Laws, in turn, are expected to be upheld.  These are not universal norms; in many, if not most nations, elite privileges are the norm.

Where corruption is common, priveliege is expected to go to those who own or control desired assets – money, land, property, power (both legitimate and illegitimate forms), etc.  The point is: to establish stability – i.e., high levels of expectations and their realization – a nation needs well-ensconced political institutions that are counted on to counter disstabilizing events and conditions.

And that leads to the last of these ideas, political instability.  It can be characterized by violence, social group conflicts, corruption, and bureaucratic inefficiency.  It also leads to the tie-in to current political concerns in the US. No, America is not an LDC.  It is a developed country – some might consider it the most developed.  But can Huntington’s concerns cast any light on what is happening in the politics of America today?  This blog will pursue this question in the upcoming postings.

[1] Samuel P. Huntington, Political Order in Changing Societies (New Haven, CT:  Yale University Press, 1968).

[eddiesjones]

The Collaboration Generation: How New Grads Will Usher PT into the Era of Value-Based Care

When we first enter the physical therapy profession as new graduates, listening, remaining humble, and taking in as much information as possible is crucial to our success. But even if you’re new to the game, it doesn’t mean you don’t have the power to make an impact. In fact, you may even have more power than a burned-out PT who’s simply going through the motions. Between constantly battling payers for better reimbursement rates and fighting tooth and nail for physician referrals, longtime physical therapists often become pretty jaded about the future of the profession.

According to data cited in the 2018 State of Rehab Therapy report, the longer a therapist is in a role, the less happy they are with the direction rehab therapy is heading—and the more the therapist agrees that they used to enjoy the role much more which is why I believe new grads are the key to a new era of value-based care.

As someone who has been a PT for more than two decades, I understand why many of my contemporaries feel this way. However, I also see ample opportunity for the PT community to grow and progress—and for PTs to further establish ourselves as valuable first-line care providers. That, of course, will require a shift in thinking—particularly with respect to our relationships with other healthcare stakeholders. And I think fresh PTs will be integral to spurring that movement.

Payers and PTs have a messy history.

As I mentioned, I understand why many physical therapists feel the way they do—especially when it comes to insurance providers. You don’t have to be in the profession for very long—or at all, really—to know that insurance payers are notoriously difficult to work with. (And on top of that, according to the aforementioned State of Rehab Therapy report, payers are one of the biggest barriers to accessing patients and providing effective care.) Historically, there’s been a unique strain affecting the dynamic between payers and physical therapists, and as a result, many PTs feel somewhat defeated—resigning themselves to being overworked, underpaid, and at the mercy of insurance payers’ corporate greed.

It’s an attitude you will undoubtedly encounter once you start working with more tenured providers, and I strongly caution you to not get wrapped up in the negativity. After all, the future our profession hinges on collaborating with other healthcare stakeholders—including payers and physicians. Your attitude will set the tone for the early years of your career, and more importantly, your enthusiasm and energy can fuel the evolution of the profession and help keep it in step with the industry-wide movement toward value-based care.

Data drives payer decisions.

That said, attitude and energy alone won’t be the only impetus for change. PTs are on the precipice of a major shift in our relationship with payers—one that could seriously impact how payers set their rates for our services. But before we get into that, we must first understand how payers set their rates.

In short, it’s all about data. Everything—reimbursement rates, coverage decisions, and policies—hinges on cold, hard facts. That means a payer’s coverage decisions will depend on whatever data is accessible. But, the data points most payers have—which primarily focus on cost and utilization—only paint a half-finished picture. This data doesn’t typically factor in outcomes or patient satisfaction, which means payers ultimately have a very narrow understanding of the true ROI of physical therapy. Without knowing what the results of PT intervention may be—or having a way to measure those results—it’s only natural they wouldn’t invest more than they need to. That’s just smart business.

There’s change on the horizon.

However, there’s been a noticeable shift lately, and it’s one that—if we can keep the momentum going—could have a profound impact on the way payers view PT services. First, as healthcare spending continues to rise, payers are putting more emphasis on developing sustainable cost-cutting strategies. That means prioritizing the delivery of less expensive—and often, less invasive—treatments. At the same time, the ongoing opioid epidemic has put major pressure on payers to promote prescription drug alternatives, which brings me to my next point.

And if we want to create a new culture around pain management—one that promotes movement, rather than medication, as the first course of action—then we can’t afford to maintain the status quo.

This past September, my company hosted its fifth annual Ascend conference, where about 500 industry professionals gathered for two days to learn about and discuss the changes and challenges facing our profession. Keynote speakers included major industry players such as the APTA’s Sharon Dunn and ESPN’s Stephania Bell. On the data front, though, one keynote address stood out in particular: David Elton of OptumHealth took to the stage to discuss Optum’s recent study on the efficacy of physical therapy (and other conservative therapies) in combating the opioid epidemic.

A PT-first approach could be key to fighting the opioid crisis.

During the yet-to-be-published study conducted by Boston University—which was co-sponsored by Optum and the APTA—researchers found that only a third of eligible patients received conservative treatments (i.e., physical therapy or chiropractic care) as a first option instead of surgery or prescription meds. However, low back pain patients who were sent to conservative therapies first were “75% to 90% less likely to have short or long-term exposure to opioids.”

Those are powerful numbers—which begs the question: why aren’t more patients turning to conservative treatments as opposed to prescription painkillers? Well, the study addressed that, too, finding that patients are “10% to 25% less likely to see a PT, rather than a primary care provider, if their copay is more than $20 or deductible is more than $300.” In other words, patient-consumers—just like consumers in any other market—are drawn to the most cost-effective care options. And as you may know, PT copays and deductibles are often much higher compared to those associated with other care disciplines, due in part to our specialist designation.

Payers are starting to take notice.

So, now what? Fortunately, Optum/UHC has already enacted some meaningful changes based on this data. Per Elton, “starting in 2019, UHC will adjust its benefits packages to waive the copay and/or deductibles for each beneficiary’s first three physical therapy visits.” He went on to explain that reimbursement rates could also potentially increase based on patient outcomes. And sure, UHC is only one payer, but it happens to be one of the largest payers in the country. So, it stands to reason that if UHC makes these changes, other payers could follow suit.

We must remain vocal for the sake of value-based care.

Unfortunately, despite the data being present—and despite one of the largest payers in the country taking steps to make PT more accessible to its beneficiaries—this information has still been met with skepticism from PTs who point to UHC’s long history of low reimbursement rates. (Even during Elton’s address, several attendees expressed this sentiment directly to him). And while I agree that we should be cautiously optimistic, I believe UHC’s changes represent a huge move in the right direction. And if we want to create a new culture around pain management—one that promotes movement, rather than medication, as the first course of action—then we can’t afford to maintain the status quo.

This is truly a pivotal moment for PTs, and there’s never been a better time to enter the profession. Physical therapy is a safe, effective, and financially-friendly alternative to painkillers when it comes to treating chronic pain—and we have the data to back it up. If we want our profession to thrive as we move into the future, we must be vocal about our role in ending the opioid crisis and supporting a value-driven healthcare system—and we must diligently educate our peers, patients, payers, and other healthcare stakeholders.

New grads especially have a lot to learn (you can check out our list of 10 things new grad PTs should do to continue learning), and on that front, make sure you stay in the know on the latest pro-PT research—or do your own data collection and research—and share it with your fellow PTs, physicians, and payers. And don’t stop there; it’s on all of us to market the value of PT directly to the patients who need us—and to do everything we can to spread the word about the benefits of a PT-first, value-based care approach. After all, the more exposure we create, the more opportunity we’ll have to help create clinical pathways—and insurance plans—that support that approach.

Physical therapy is an incredible profession, and I believe your decision to join the PT community is a great one. But, I won’t lie to you: the modern healthcare environment presents us with a lot of challenges. To meet the challenges of the future, though, we first must let go of the past—and I’m counting on the next generation of therapists to help us do just that.

The post The Collaboration Generation: How New Grads Will Usher PT into the Era of Value-Based Care appeared first on NewGradPhysicalTherapy.com.

from RSSMix.com Mix ID 8302117 https://ift.tt/2BsOGFk from Preferred Rehab https://rehabherelive.tumblr.com/post/181223414530

[rehabherelive]

The Collaboration Generation: How New Grads Will Usher PT into the Era of Value-Based Care

When we first enter the physical therapy profession as new graduates, listening, remaining humble, and taking in as much information as possible is crucial to our success. But even if you’re new to the game, it doesn’t mean you don’t have the power to make an impact. In fact, you may even have more power than a burned-out PT who’s simply going through the motions. Between constantly battling payers for better reimbursement rates and fighting tooth and nail for physician referrals, longtime physical therapists often become pretty jaded about the future of the profession.

According to data cited in the 2018 State of Rehab Therapy report, the longer a therapist is in a role, the less happy they are with the direction rehab therapy is heading—and the more the therapist agrees that they used to enjoy the role much more which is why I believe new grads are the key to a new era of value-based care.

As someone who has been a PT for more than two decades, I understand why many of my contemporaries feel this way. However, I also see ample opportunity for the PT community to grow and progress—and for PTs to further establish ourselves as valuable first-line care providers. That, of course, will require a shift in thinking—particularly with respect to our relationships with other healthcare stakeholders. And I think fresh PTs will be integral to spurring that movement.

Payers and PTs have a messy history.

As I mentioned, I understand why many physical therapists feel the way they do—especially when it comes to insurance providers. You don’t have to be in the profession for very long—or at all, really—to know that insurance payers are notoriously difficult to work with. (And on top of that, according to the aforementioned State of Rehab Therapy report, payers are one of the biggest barriers to accessing patients and providing effective care.) Historically, there’s been a unique strain affecting the dynamic between payers and physical therapists, and as a result, many PTs feel somewhat defeated—resigning themselves to being overworked, underpaid, and at the mercy of insurance payers’ corporate greed.

It’s an attitude you will undoubtedly encounter once you start working with more tenured providers, and I strongly caution you to not get wrapped up in the negativity. After all, the future our profession hinges on collaborating with other healthcare stakeholders—including payers and physicians. Your attitude will set the tone for the early years of your career, and more importantly, your enthusiasm and energy can fuel the evolution of the profession and help keep it in step with the industry-wide movement toward value-based care.

Data drives payer decisions.

That said, attitude and energy alone won’t be the only impetus for change. PTs are on the precipice of a major shift in our relationship with payers—one that could seriously impact how payers set their rates for our services. But before we get into that, we must first understand how payers set their rates.

In short, it’s all about data. Everything—reimbursement rates, coverage decisions, and policies—hinges on cold, hard facts. That means a payer’s coverage decisions will depend on whatever data is accessible. But, the data points most payers have—which primarily focus on cost and utilization—only paint a half-finished picture. This data doesn’t typically factor in outcomes or patient satisfaction, which means payers ultimately have a very narrow understanding of the true ROI of physical therapy. Without knowing what the results of PT intervention may be—or having a way to measure those results—it’s only natural they wouldn’t invest more than they need to. That’s just smart business.

There’s change on the horizon.

However, there’s been a noticeable shift lately, and it’s one that—if we can keep the momentum going—could have a profound impact on the way payers view PT services. First, as healthcare spending continues to rise, payers are putting more emphasis on developing sustainable cost-cutting strategies. That means prioritizing the delivery of less expensive—and often, less invasive—treatments. At the same time, the ongoing opioid epidemic has put major pressure on payers to promote prescription drug alternatives, which brings me to my next point.

And if we want to create a new culture around pain management—one that promotes movement, rather than medication, as the first course of action—then we can’t afford to maintain the status quo.

This past September, my company hosted its fifth annual Ascend conference, where about 500 industry professionals gathered for two days to learn about and discuss the changes and challenges facing our profession. Keynote speakers included major industry players such as the APTA’s Sharon Dunn and ESPN’s Stephania Bell. On the data front, though, one keynote address stood out in particular: David Elton of OptumHealth took to the stage to discuss Optum’s recent study on the efficacy of physical therapy (and other conservative therapies) in combating the opioid epidemic.

A PT-first approach could be key to fighting the opioid crisis.

During the yet-to-be-published study conducted by Boston University—which was co-sponsored by Optum and the APTA—researchers found that only a third of eligible patients received conservative treatments (i.e., physical therapy or chiropractic care) as a first option instead of surgery or prescription meds. However, low back pain patients who were sent to conservative therapies first were “75% to 90% less likely to have short or long-term exposure to opioids.”

Those are powerful numbers—which begs the question: why aren’t more patients turning to conservative treatments as opposed to prescription painkillers? Well, the study addressed that, too, finding that patients are “10% to 25% less likely to see a PT, rather than a primary care provider, if their copay is more than $20 or deductible is more than $300.” In other words, patient-consumers—just like consumers in any other market—are drawn to the most cost-effective care options. And as you may know, PT copays and deductibles are often much higher compared to those associated with other care disciplines, due in part to our specialist designation.

Payers are starting to take notice.

So, now what? Fortunately, Optum/UHC has already enacted some meaningful changes based on this data. Per Elton, “starting in 2019, UHC will adjust its benefits packages to waive the copay and/or deductibles for each beneficiary’s first three physical therapy visits.” He went on to explain that reimbursement rates could also potentially increase based on patient outcomes. And sure, UHC is only one payer, but it happens to be one of the largest payers in the country. So, it stands to reason that if UHC makes these changes, other payers could follow suit.

We must remain vocal for the sake of value-based care.

Unfortunately, despite the data being present—and despite one of the largest payers in the country taking steps to make PT more accessible to its beneficiaries—this information has still been met with skepticism from PTs who point to UHC’s long history of low reimbursement rates. (Even during Elton’s address, several attendees expressed this sentiment directly to him). And while I agree that we should be cautiously optimistic, I believe UHC’s changes represent a huge move in the right direction. And if we want to create a new culture around pain management—one that promotes movement, rather than medication, as the first course of action—then we can’t afford to maintain the status quo.

This is truly a pivotal moment for PTs, and there’s never been a better time to enter the profession. Physical therapy is a safe, effective, and financially-friendly alternative to painkillers when it comes to treating chronic pain—and we have the data to back it up. If we want our profession to thrive as we move into the future, we must be vocal about our role in ending the opioid crisis and supporting a value-driven healthcare system—and we must diligently educate our peers, patients, payers, and other healthcare stakeholders.

New grads especially have a lot to learn (you can check out our list of 10 things new grad PTs should do to continue learning), and on that front, make sure you stay in the know on the latest pro-PT research—or do your own data collection and research—and share it with your fellow PTs, physicians, and payers. And don’t stop there; it’s on all of us to market the value of PT directly to the patients who need us—and to do everything we can to spread the word about the benefits of a PT-first, value-based care approach. After all, the more exposure we create, the more opportunity we’ll have to help create clinical pathways—and insurance plans—that support that approach.

Physical therapy is an incredible profession, and I believe your decision to join the PT community is a great one. But, I won’t lie to you: the modern healthcare environment presents us with a lot of challenges. To meet the challenges of the future, though, we first must let go of the past—and I’m counting on the next generation of therapists to help us do just that.

The post The Collaboration Generation: How New Grads Will Usher PT into the Era of Value-Based Care appeared first on NewGradPhysicalTherapy.com.

from RSSMix.com Mix ID 8302117 https://ift.tt/2BsOGFk

[greggory--lee]

Designing Your Healthy Administration – A Management Overview

Management or Leadership?

Simply stated, management ensures that things get done, in accordance with accepted policies, based on the reality of a situation. It involves deciding the how, and the when and often the who. The who can be a cross-over factor in the initial stages. It is doing it right, creating process and systems and insuring efficiency. A manager manages both the process and records the efficiency of the individual’s performance within the process.

Leadership revolves around concepts, ideas and effectiveness, enunciating what is the right avenue, establishing direction, insuring individual and team success, and necessarily implies a following. It is discerning and articulating the what, the determination of what is the right thing and often who is the right person or team. Teaching, an integral part of the process, enables a targeted team to do the right things and do them right.

For an administrative plan to be effective, we must first determine what is the right thing to do. Next we approach the who, how, and when to do it; and finally we must make certain each individual and team is enabled to do, to accomplish it. In other words, we manage the process and we lead the people, educating them as necessary.

Management functions have been classically stated as Planning, Organizing, Leading and Controlling (POLC). Much controversy has arisen surrounding these principles and they have been revised largely depending on the focus of the organization. I would like to offer a perspective based on 6 elements, making room for management and leadership coexistence, each undeniably valuable in the success of any administrative plan. They are establishing objectives, organizing & planning (combined as one element of the process), motivation, communication, employee development, and finally, measurement and analysis.

Each must be addressed in any administrative venture, whether building or rebuilding, or merely tweaking your administration, from the smallest detail to the most comprehensive reorganization. And since there is nothing new on the planet, merely a reshaping of what already exists, each will be familiar to you. Management issues and direction can be effectively delineated based on these six basic functions inherent in the management/leadership process. Each is pertinent to guiding the design, or redesign and implementation of administrative proce-dures.

Establishing Objectives

The process of establishing objectives involves determining a statement of vision, and then setting the goals necessary to achieve that vision. Goals must apply to the team (the organization), the individuals within the team, as well as to those in lead-ership positions. These objectives must be a direct result of the team’s determined purpose, which should ultimately be service, either to an internal or an external client. Each objective must have as its established goal the smoother, more efficient operation of the team (department and/or organization). Each objective must also be in accordance with the acknowledged purpose(s) of the department and the larger organization. This requires interaction not only with the team members, to determine that the they are on track, but with the internal clients, to insure that the goals and objectives are pertinent to their needs, as well as to the organization’s greater purposes. Translating objectives into action requires utilizing all available resources, as well as networking and interfacing with others on the management team organization wide, who have displayed effectiveness in their positions.

Organizing/Planning

Efficiency in this area is critical, in order to implement, clearly and realistically, the goals and objectives enunciated by upper level leadership. This involves the ability and resources to develop well-detailed plans and realistic schedules, while maintaining a critical balance between the vision (broad view) and operation (day-to-day activities). All the while there must be continuing communication with all levels involved, at all stages of the process. The existing structure of a department in the case of a redesign is all-important, along with an ability to delegate responsibility, while continuing to monitor and control the outcome. Structure, though it may be transitional, must be moved to the forefront of the plan, often a challenge in an atmosphere in which performance is occurring hand in hand with design and implementation. It must, however, assume a position of precedence.

Motivation

Motivating is a critical function of any process, one that addresses the issue of control. Motivation provides a purpose, the impetus, for an action, or for changing it. It is complex at best and takes more than one form, depending on the level of the individual or team, the level of the manager, and the product or service provided by the department or organization. It is acknowledged by experts, that the feelings of the individual or team toward the motivator are key to the degree of motivation achieved. It becomes ideal then to have the full cooperation of those directly affected by the process or process change.

There are those who maintain that humans cannot be motivated but are solely self-motivated. Adoption of this viewpoint presents somewhat greater challenges, and it becomes highly beneficial for the leader to have a good understanding of the individuals he is working with. He must know what makes each tick.

The use of unilateral power is an effective form of motivation in situations in which individuals need to be overtly stimulated or influenced to comply with direction, rules, and policies. This is most effective with entry level employees, or those whose responsibilities are basic, repetitive, and easily measurable. It is not an effective long-term motivator for those whose role is largely self-directed. These individuals require a motivation that stimulates their ability to perform independently, fostering a higher performance level, and building a spirit of collaboration within the team.

It is often effective and highly productive to involve key staff members in the design and implementation of administrative procedures, particularly those involving drastic change to the existing structure. It is of utmost importance to keep in mind that humans do not react well to change, regardless of proven benefit to their condition. Change implies upheaval, disturbance of the status quo, and humans will resist it. Involving them in the process, on whatever level seems reasonable, is definitely wise to con-sider.

Communication

Nothing short of great communication is essential. This cannot be over sated. Communication is the dissemination or exchange of information on the true state of the situation, all information being as accurate and understandable as possible. Great communication is timely, pertinent, and requires confirmation that the message has been understood; it is unilateral. The more ways in which information is given, the more believable it is, the more likely it is to initiate action. By means of clear communication from the organization environment, a course of action is determined, and information is provided concerning its relationship to those involved. A manager/leader must be a great communicator, or very simply, goals will not be met. This may not be obvious at once, but will manifest in future, multi-level failures for the organization. It is by this real-tively simple stumbling block that many truly great plans are crushed.

Employee Development

Developing people is crucial to any organization, and developing existing staff members during a period of growth or alteration of the administrative process is not only practical, but often profitable. Leadership cannot develop people, but can attempt to provide an environment rich in opportunity and resource, in which individuals are encouraged to develop themselves. It is critical to realize when mistakes are a natural part of the learning process, and when they are a valid reason for strong recommendations regarding continuation or termination of an assignment. In the former instance, mistakes viewed positively will generally be enthusiastically corrected.

A critical element in the area of development is appropriate placement. This is an area in which you must simply bite the bullet and assume placement responsibility. You must gain a sound appreciation for the trust placed in you by the successful candidate. This is not the place for a cavalier attitude. If you are experienced at hiring, you also understand that finding a fit for your company and its culture is not the same as fitting the individual to the position. This can be one of the costliest flaws in company procedure, affecting cost and performance on every level. Hiring the right people is only the beginning of the process, and simply assures that your new hire will probably acculturate successfully, submitting readily to the vision and mission of the organization. Place them properly within the organization, and you will have a long-term contributor, one whom can count on during transition and periods of growth.

Another important element of management’s role in employee development is to clarify that the goal is excellence in all pursuits, and to further define excellence as it applies to a specific endeavor. In the majority of instances, employees in such an atmosphere will strive to attain excellence, with little or no external prompting. The assumption is that everyone enjoys success, and most people welcome an achievable challenge. It is necessary to have a clear vision of the point at which development issues end, and poor performance begins, and to clearly communicate this. It is important to note, that growing and improving is a process best achieved under relatively stable circumstances, though not impossible during the challenging period of organizational growth and transition. This is oftentimes an excellent proving ground, a period during which the stars will begin to shine.

Measurement & Analysis

Finally, management needs to measure and analyze output, both of processes and of individuals, and a function of doing it right. Employees must be made aware of their progress, either in a new setting, or a changing setting, and in the familiar one as well, in order to effectively set and adjust personal goals and improve performance.

Great leaders take pleasure in improvement, as it is a true confirmation of the validity of the vision. Such measurement and evaluation should be designed to motivate and initiate self-governing on the part of the individual. Measurement and analysis, when employed to motivate, can be extremely effective.

When used to control or dominate, however, it can backfire. In considering the evaluation process, be certain to clearly determine in the initial stages, exactly what is being measured, a very simple step too often overlooked.

IN SUMMARY, each of these functions must be approached with sound judgment, either resulting from experience with poor judgment, or better still from solid wisdom, which circumvents the negative aspects. Each of these functions must also be approached proactively using every tool and all the available resources.

Finally, the above challenges must be met with maturity in two key areas, interpersonal skills and leadership skills. This implies sophistication, a ripeness of attitude, in relating to any given situation, that each member of the leadership team has gained as a result of experience and a willingness to continue their own personal growth process.

Interpersonal Skills

Interpersonal skills are of paramount importance. Leadership must treat individuals fairly, developing solid working relationships with them across all levels. This may appear to be blatantly obvious, but sadly is all too often overlooked in the name of accelerated organizational progress. Managers and supervisors must be willing to facilitate conflict resolution, as well as to confront issues surrounding relations between teams or departments, particularly during the period of growth or change in the administrative process.

Leadership Skills

A great leader has a sincere concern for the success of people he leads, treating staff members as individuals, giving credit, taking pleasure in making people look good. A great leader keeps the objective as simple as possible, in order to promote understanding, always acts as a role model, and stands out of the way, letting others get on with their jobs, not interfacing unnecessarily.

A true leader will make the difference between an effective administrative transition and the failure of an otherwise brilliant plan. Do not overlook the advantage of adjusting the needs of the plan to allow for the needs of the people. It is not necessary to prioritize purpose over people, or vice versa. If leadership has done its homework, everyone in the organization will arrive at the vision simultaneously.

Source by Karin Syren

Source: http://bitcoinswiz.com/designing-your-healthy-administration-a-management-overview/

[garynsmith]

Why we need to make room for the emancipated MLS

http://ift.tt/29VyrEb

As a precursor to the following comments, let me state unequivocally that I very much believe that a contemporary MLS should be a critically transformative element within the contemporary American real estate industry.

2016 was an active and somewhat controversial year for the MLS sector of the American real estate industry. The 719 MLS units currently engaged across the country were rocked by criticism from both inside and outside of the industry and the marketplace.

Continuing complaints about overlapping jurisdictional matters, dated technologies, irrelevant programs, products and inadequate services were all punctuated by the constant beat of Upstream and AMP (Advanced Multilist Platform) drums, and they kept everyone on their toes.

The problem: No forward progress

NAR, franchises and the large broker community put forth massive efforts to drive reform and improve mergers and consolidations for MLSs, but their labors resulted in few improvements, if any.

Despite holding dozens of expensive meetings in hotels and resorts across the country, 2016 generated almost no forward progress with respect to making the MLS a positive and contributing factor in the industry.

I find this state of affairs inappropriate as well as personally and professionally embarrassing.

The cause: antiquated methods

In an effort to spur a more creative and innovative agenda for my organization (MLS Listings) in 2017, I invited a small group of industry experts in the areas of operations, design, structure and culture to join me in an effort to identify what factors are contributing to this situation.

I believe the results of that meeting were both beneficial and worthy of sharing within our community.

It appears that a number of factors contributing to the MLS community’s current conundrum can be traced back to the history of the MLS itself.

The birthplace of the current MLS was the local Realtor association. For much of the past 50 years the Realtor association has been the owner, master and effective parent of the MLS.

Even today, all but a dozen or so of the 719 operating MLSs continue to be owned, operated and parented by the same local association that originally gave birth to them. It is true that some have escaped association control and have managed to morph into regional or business centered entities, but that is not the norm.

Just as the original MLSs reflected the values of their parent associations, the fact is that today over 700 of these organizations are still operated in strict compliance with their parent organization’s traditional values, which haven’t changed much over the past 50 years.

Today, the industry has accepted the fact that one of many things that has to change is the continued existence of over 1,200 local associations. The industry also recognizes that many of its current threats and challenges have been caused by a lack of change and adaptation, which are so critical to survival in this current disruptive environment.

To be more specific, the following points represent well-established values that form the foundation of the traditional Realtor association.

The traditional Realtor association and its MLS

The central principle that drives it is power, not service. Power is measured by each other, the state and the national association.

The vast majority of its energy and efforts go toward maintaining the status quo and protecting its power.

The association executive (AE) is the central figure responsible for the local association’s power, deciding how and when it will be used.

Most local AEs do not have careers, but rather hold positions that they expect will last a lifetime. The longer they are in power the more skilled they become with respect to protecting that power.

Each successive year, AEs must exchange a bit of power to survive with a new chief elected officer. Maintaining power within the local association environment establishes a culture marked by traditions and legacies.

The local association MLS is an important element within its power structure. This explains the industry’s limited success with mergers and consolidations.

Association power is maintained by dedicated people who are willing to achieve personal power and influence by demonstrating loyalty to the repetitive culture; some elect to achieve this through MLS volunteer service.

Survival of the traditional AE is marked by how well he or she uses the loyalist cadre through leadership, governance and committee assignments that perpetuate the status quo of the repetitive culture.

The traditional MLS never had to totally depend upon MLS revenues for their survival: They had other sources of revenue.

The traditional MLS quickly learned about the “cash cow” virtues of its MLS operation. For most of the past 75 years, revenues generated by the MLS have allowed local associations to build power within the state and national Realtor environment.

Throughout its history, the traditional MLS refused to recognize the real estate consumer as a factor with respect to its operation.

While some AEs were “techno literate,” few were techno savvy. Accordingly, few traditional MLSs sought to ensure that they were using and delivering the best technology available.

In negotiating with its MLS vendor, the traditional MLS operation prioritized cheap pricing.

When it came time to transition to new technologies the key issue was subscriber comfort, not increased service capacities and advanced professionalism; through this approach, local associations have been responsible for the relatively low profit margins realized by MLS system vendors and the less than ideal systems currently being used.

In many associations there has been a permanent state of siege between the AE and local brokers.

Both brokers and the association believe they own the market; brokers are annoyed when their agents volunteer too much time at the association.

Most AEs are very intimidated by their brokers, and few AEs make an effort to understand brokers and their business challenges.

Most AEs avoid brokers. The term “how can we help” has always been non-existent even during the bad market times when brokers lost money and AEs still collected full pay.

The purpose of the traditional MLS was not to support commerce, technology, ethical practices, a stable market, agents or brokerages: it was to protect and control the local marketplace from intrusion by either those outside the market or those who sought to bring change, adaptation and disruption into the marketplace.

The maintenance of the status quo has always been a primary traditional MLS objective; the weapons system for this objective has been the power to levy fines and enforce local rules.

A very common achievement profile for the traditional AE did not include higher education or advanced experience in other industries or fields.

Many AEs migrated upwards from entry-level positions within the association, where they picked up survival skills rather than achievement and leadership skills.

Traditional AEs generally didn’t embraced forward thinking, regionalism, new business practices, change or technology in the context of their association or its MLS; nor did they seek growth, popularity, joint ventures or leadership positions.

The traditional MLS went to great lengths to discourage new, different, creative or innovative business models

The traditional MLS never valued specialized staffing or a dedicated staff; MLS clerks became MLS coordinators who became MLS administrators.

Membership and actions were tightly controlled by the AE in a manner that guaranteed little or no change. Frequently this committee was comprised of local agents who made decisions that were in their own best interests.

Each of my observations points to the need for a shift in industry standards. What was fine in our “family” of traditional associations and MLSs is not fine in today’s global, more sophisticated, and highly competitive environment.

I suggest that we more closely study successful service-oriented businesses and begin to tangibly build those models.

It is time to require relevant expertise in professional disciplines for ascendancy in both associations and MLSs. It is also time for us to recreate business models that provide necessary brokerage business support, but respect the business goals of the associations and MLSs. Goal setting and strategic planning need to be part of the business model in order to achieve these things.

The emancipated MLS

I define the emancipated MLS as one that does not consider tradition a standard. The emancipated MLS examines its business practices and is motivated by its goals, not its history.

This type of MLS has broken free from the mothball-covered industry bondage that dictates who will lead and how.

From the very beginning, emancipated MLSs:

Celebrated their new status by abandoning repetitive culture and adopting a competency-based culture.

Learned to live with the revenues generated by their MLS-related efforts.

Sought out creative and innovative leaders and expressed a belief in the great value of creating and maintaining positive relationships with the brokerage community.

Reached out to create and encourage data sharing, mergers, consolidation and joint ventures with its MLS neighbors.

Recognized the value of specialty knowledge and dedicated staffing at all levels of its operation.

Actively worked to create strong and productive relationships with the brokerage community, especially relative to seeking out brokers and their representatives to serve as directors.

Have provided the very best technology made available through both dedicated technology staffs and the creation of productive relationships with both the MLS systems vendor community and the technology sector.

Recognized the consumer as an important consideration; many established public facing websites and worked to provide participating consumers with sophisticated search and analytic tools.

Sought out, encouraged and made every attempt to support creative and innovative business models and standards of practice.

Understanding the issues

It is now clear why, over the past few years, executives representing emancipated MLS operations have had so much trouble convincing their traditional brethren to create MLS leadership positions within the new real estate industry environment.

Bucking tradition and changing culture are not tasks for the faint of heart, and those who do these things are often seen as a threat by those comfortable with the conformity of a traveled path.

The risk or reality of being quietly ostracized looms over those who truly desire new practices and standards, but we cannot continue to tolerate declining practices.

After taking a hard look at what we have been tolerating, we can better understand our own dilemma, and we can see why an institution with as much organic strength, natural potential and perfect positioning as the emancipated MLS has been unable to find opportunity and overcome challenges of the new real estate marketplace.

The simple fact is that there are 42 traditional voices either defending or complaining about the status quo for for every emancipated voice seeking reform and the realization of potential.

It is abundantly clear why and how these traditional folks can attend meetings without comment or contribution: Doing the same thing requires little effort or attention — all they need to do is show up.

Change is difficult and exhausting, not rote. Effective change requires difficult meetings that challenge the imagination and stretch the mind.

Finally, it is clear why the traditional set is neither interested in moving in new directions nor in becoming part of the new industry solutions.

It isn’t their fault — it is just how they are wired.

Moving forward will be anything but easy.

While we are denied the possibility or the advisability of a national MLS, it should be even clearer to those from the emancipated set how simple and relatively unrestricted such a move would be.

Moving forward

The fact is that the traditional set is simply incapable and unwilling to field any matter of effort to protect itself. They are also unwilling to work to protect their subscribers and the organizations that have supported them all these years.

The real question thus becomes whether or not the emancipated MLS movement should aim to protect its own investment and take a well-deserved position in the new real estate industry and market space.

There is time left.

The current status of the Upstream Project suggests the likelihood of a vacuum created at some point in the next 10 months.

The emancipated MLS movement should seriously consider using its strategic resources to enter the race. There should at least be a discussion.

James Harrison, RCE, CAE is president and CEO of MLSListings Inc. You can follow him on Twitter @mlsjimharrison.

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