(Partial extraction from the article)

Scoliosis Support Singapore, the only such group here, provides support to those with the condition. Co-founder and president Jasmine Liew, 40, started the group with fewer than 10 members in 2005 and it now has more than 300. They organise twice-yearly sharing sessions, give talks and make follow-up calls to members who require more information or support.

“Back then, there was not much information and few people available to talk to about the condition,” said Ms Liew, who also has scoliosis.

Jasmine is the Co-founder and President of the Scoliosis Support Singapore, a non-profit and non-medical, volunteer support group for people with scoliosis. Through the activities of the Support Group, it aims to increase the awareness of the general public, especially people with scoliosis & their families through non-medical support, advise & friendship among the scoliosis community.

The Straits Times, 26 June 2018 (Partial extraction from the article)

Scoliosis Support Singapore co-founder and president Jasmine Liew, who also suffers from the ailment, said: “The support group was put together to connect scoliosis patients and to raise awareness about scoliosis.”

Ms Liew, 39, learnt that she had scoliosis when she was 13 and has since had three operations to treat her spine.

When she was diagnosed, she found there was not much information and few people available to talk to about the condition.

“When I went for my operation, I did not have any support and I didn’t know what to expect after my operation. It was quite difficult for me,” Ms Liew added.

She started Scoliosis Support Singapore in 2005 to provide sufferers with the support they need.

The group now has 216 members and they conduct meet-ups twice a year to give encouragement to those considering surgery. They also do bedside support for those about to have surgery.

https://www.straitstimes.com/singapore/health/curved-spine-condition-theyve-got-your-back

Jasmine (in blue jacket) featured as the key facilitator- facilitating a multi-generational group.

https://www.reach.gov.sg/participate/discussion-forum/2016/02/18/economy-and-jobs-key-budget-concerns-for-sporeans

Alignment of Panasonic “Basic Business Philosophy” with Action Learning
The journey of action learning at Panasonic Regional Training Center (PRTC), Panasonic Asia Pacific Pte Ltd began when I compared our Founder, Mr K Matsushita’s Basic Business Philosophy (BBP) with the tenets of action learning (AL) The close, yet unique relationships between AL and the BBP were clearly evident. It dawn upon me AL could serve as an effective learning technique for the manifestation of BBP at work. AL will be able to assist Panasonic employees to further appreciate and apply the BBP in their day-to-day work and decision-making processes. The birth of “BBP and Action Learning” as a Key HRD activity in PRTC took place in January 2008 Since then, a series of training programs incorporating AL were successfully launched, including AL application as a component of our seminar for high potential candidates.

BBP: Courtesy and Humility
Our Founder, Mr Matsushita practiced the skill of listening to one another with respect. To strengthen cordial work relationships, there should be modesty and respect for the rights and needs of others.
In action learning, the two ground rules allow the practice of “courtesy and humility” to permeate within the team members. The ground rules are: 1) Questions made must be in response to a statement and 2), The role of an Action Learning Coach intervenes whenever there is a learning opportunity. Therefore, everyone in the team is treated with equal respect as they have the opportunity to share by asking or responding to the questions in an AL exercise.

BBP: Co-operation and Team Spirit and Collective Wisdom
Panasonic’s Founder, Mr Konosuke Matsushita had a penchant for asking questions and learning from others to create better alternatives for effective problem solving and decision-making. Mr Matsushita believed that wise leaders could not solve problems based on their own personal experiences and perspectives. Instead, “a wise person knows that those who ask questions are sought after than those who spout knowledge”.

By asking questions, leaders can gain more respect from others as this will reflect their desire to understand what their members know or think. Individuals feel appreciated, motivated and gratified when they are given the opportunity to share their ideas and experiences with interested parties. Moreover, questions provide a fountain of collective information as a leader listens and taps on the wealth of the “collective wisdom” and experiences that lies within the team.

Action Learning encourages “collective wisdom”. It fosters a climate of understanding, an open-ness to different ideas and the humility and willingness to interact and learn within a diverse team, seeking solutions to a common issue. Our BBP encourages “co-operation and team spirit”. With this in mind, Panasonic teams can expect to develop better solutions and to elevate their learning as an individual and as a team. This also enhances the team dynamics and build effective and cohesive problem-solving teams.

BBP: Sunao Mind
The “Sunao Mind” is a Japanese word, which means understanding the truth without bias or self-interest, willing to hear different perspectives, and having an open mind. Panasonic employees are to practise “sunao mind” when they engage in conversations. With an “open-mind”, they are able to listen and empathize other parties’ point of views, look at things as they are from an objective and non-bias perspective and thus have a concrete paradigm of the actual situation/issue under discussion.

In an action learning team, there is framing and reframing of the problem and every team member must be objective, have an open mind and be unbiased. Through questions, the problem can be framed and reframed as the group practices “sunao mind” in accepting other’s interpretation of the perceived problem. With greater clarity of the real problem, a more effective action or decision would emerge from the team to help the problem presenter.

BBP: Adaptability and Untiring Effort for Improvement
Panasonic employees are to adapt our thinking and behaviour to meet the ever-changing conditions of the business environment. Continuous learning, re-learning and unlearning are the foundations of AL. The impact of “Learning through questions” unfolds as members share their views when responding to the questions raised by team members. Members have to adapt to changes quickly due to the dynamic forces of questions, leading members to frame and reframe the contents, when the need arises.

Action Learning has enriched the learning activities and human resource development efforts in Panasonic Regional Training Center. The alignment of BBP with action learning is a further testimony of Mr K Matsushita’s thoughts on “People before Products”. As Panasonic develops “state of the art” products and services, we also develop “Thinking Employees” and “Thinking Leaders”. Panasonic’s Management Philosophy and Action Learning promote self-development and development of others in the team. “Collective wisdom” within the action learning team allows Panasonic staff to further benefit in terms of their personal development. AL will continue to hone their leadership skills to be in line with Panasonic’s Mission, Values and Actions, as they continue to practice “Leading By Questioning” in Panasonic.

Written by:
Jasmine Liew

https://www.linkedin.com/pulse/motivate-your-people-through-appreciation-jasmine-liew?trk=pulse_spock-articles

OMF Singapore (Overseas Missionary Fellowship)’s Internal Newsletter (July/August 2017)

Our article “Use the right language” [first published in The Straits Times on 19 January 2017 and thereafter The New Paper on 14 June 2017] issue was selected as a reference article by OMF Singapore (Overseas Missionary Fellowship) as part of their Annual Work Review.  We are honoured to be featured as a reference article.

(Partial extraction from the in-house newsletter)

Most of you may know of the three popular English-language newspapers distributed in Singapore each weekday, viz Today, The New Paper and The Straits Times. As I was thinking about OMF’s new appraisal, the Work Review to be introduced soon, I came across an article in The New Paper, in the Wed 14 June 2017 issue, entitled “Use the right language” [first published in The Straits Times on 19 January 2017

Quoting from one paragraph in that article: “As a manager, do you have the positive mindset to have an authentic and attentive conversation with your team member? Are you in the right mood and is it the best time of the day? Are you well prepared for what to say (or ask) and how to provide feedback effectively?”

Scan QR code for the article

https://www.linkedin.com/pulse/use-right-language-during-performance-appraisal-jasmine-liew Article was selected and featured again in The New Paper, 9 Feb 2017, Page 29

https://www.linkedin.com/pulse/how-show-appreciation-even-you-office-grinch-jasmine-liew/?published=t