Hoshin Games

A collection of common and unique martail arts games designed for the group, partner and solo setting. Subjects include Warm-ups, Play Ground, Trust Activities, Stealth, Team Building, Survival Games, Psionics, Problem Solving and Physical Techniques.

One of the very few books in print which explains why and how psionics (the mechanics of psi) works. Written by two masters of the art, Dr. John Porter and Soke Rob Williams wrote and compiled this book for the beginner and intermediate Psion, hoping to create a strong foundation for further practice. Both of these authors have been extensively trained in many esoteric areas of the martial, healing, and meditation arts and hold seminars annually across the United States. You can find us at www.hoshin.us

The conditions in which leaders apply Hoshin Planning today have changed substantially since the method was established in the 1950‘s. There is better and more broadly distributed understanding of statistical process improvement principles and practices in today‘s organizations. Executives seem to rotate in and out of organizations with more freque

Taikobo and his comrades manage to fend off the Shisei attack, but things still look dark for Sho Ki's kingdom. Sho Ki's health is worsening, and his son is ill prepared to succeed him. Can Taikobo protect this fragile land? -- VIZ Media

Betrayed by an immortal, trained by a God, hunted by Demons. When his clan is wiped out by a beautiful demon, young Taikobo finds himself in charge of the mysterious Hoshin Project. Its mission: find all immortals living in the human world and seal them away forever. But what is the ultimate goal of the Project? And does Taikobo even know whose side he's really on?! As the enemies of Dakki unite with Taikobo, the new alliance finds itself under siege by The Shisei of Kuryu Island, formidable foes with mysterious ties to Dakki herself!

Currently, businesses are forced to be more innovative than ever before. Organizations must be sensitive to global trends -- such as digitization, globalization, and automation -- and at the same time build resilience and flexibility to combat unexpected changes in customer demand. The coronavirus pandemic is just the most recent and pronounced example of this new-normal business necessity. Amidst the disruption, many businesses are caught not knowing how to proceed. How ought one pursue or achieve innovation for the company? Are there different innovation strategies? Why might a business leader choose one over the other? The Lean Innovation Cycle addresses these concerns by introducing a new multidisciplinary framework for both thinking about and pursing innovation. By taking key concepts from the quality management practices of Lean and Six Sigma, the framework augments these tools and disciplines by incorporating other problem-solving and design techniques, including Human-Centered Design. The result is a view of innovation that many business leaders will find fits nicely into their existing paradigm of strategy and operational discipline. After the introduction of the framework, the book turns to understanding the differences, advantages, and tradeoffs in pursuing Lean Innovation in lieu of traditional, technologically driven innovation approaches. To this end, the book considers issues of sustainability, organizational strategy, and competitive advantage. The result is a thought-provoking dialogue that informs the reader about the key considerations of how best to pursue innovation within their business and the business environment, as well as the circumstances that might make one innovation strategy more congruent to an organization’s culture, goals, and objectives than the other.

Can managers learn from fads? That is the question Robert Cole addresses in this insightful book about the various factors supporting and inhibiting organizational learning. A longtime student of the Japanese and American quality movements, Cole focuses on the response of American industry to the challenge posed in the early 1980s by high quality goods from Japan. While most American managers view this challenge as slowly but successfully met, many academics see the quality movement that emerged from it as just another fad. In seeking to reconcile these two views, Cole explores the reasons behind American industry's slow response to Japanese quality, arguing that a variety of institutional factors inhibited management action in the early 1980s. He then describes the reshaping of institutions that allowed American companies to close the quality gap and to achieve sustained quality improvements in the 1990s. Hewlett-Packard serves as an example of a company that made this institutional transition more effectively than most. Cole describes Hewlett-Packard's successful strategies while also pointing out the serious problems that it and other companies face as they attempt to adapt, improve, and go beyond Japanese practices. He also uses Hewlett-Packard, an exemplar of the highly decentralized company, to explore effective strategies for the creation, dissemination, and implementation of knowledge. Unprecedented as a scholarly treatment of the quality movement,Managing Quality Fads provides several important lessons for those interested in management decision making under conditions of uncertainty and organizational transformation in a rapidly changing business environment.