Group items tagged

"We believe the time has come to broaden the traditional approach to leadership and decision making and form a new perspective based on complexity science. (For more on this, see the sidebar "Understanding Complexity.") Over the past ten years, we have applied the principles of that science to governments and a broad range of industries. Working with other contributors, we developed the Cynefin framework, which allows executives to see things from new viewpoints, assimilate complex concepts, and address real-world problems and opportunities. (Cynefin, pronounced ku-nev-in, is a Welsh word that signifies the multiple factors in our environment and our experience that influence us in ways we can never understand.) Using this approach, leaders learn to define the framework with examples from their own organization's history and scenarios of its possible future. This enhances communication and helps executives rapidly understand the context in which they are operating."

"Sakai is an alternative Learning Management System, similar to WebCT. Brock evaluated WebCT and alternatives such as Sakai for use as Brock's primary Learning Management System (LMS) starting in the 2009 academic year. A Pilot of Sakai with 50 courses and 27 instructors was conducted for the 2007 academic year. Instructors had the option to include the course that they were teaching in this pilot. Sakai is a free and community source based product that offers a different take on learning on-line. Moodle, which was also being evaluated in a smaller scale is a free open source option. A representative advisory group was struck to co-ordinate the pilot and help shape the decision. Please feel free to leave informal feedback below. This group conducted a pilot and submitted the results (below) to the University Senate and the Provost and Vice-President. A decision was made by the Provost and Vice-President based on this information to implement a Sakai-based system as Brock's Primary LMS."

" Sustaining and embedding innovations - A Good Practice Guide This Guide is intended to distil lessons learnt from various JISC innovation and transformation programmes into a Good Practice Guide for sustaining and embedding innovations. It is intended to support project steering groups/management teams in decision-making in this area and focuses on: Changing people and culture * Embedding or aligning with strategies, processes, systems, initiatives and services * Creating useable tools and resources * Creating appropriate organisational structures for sustaining and embedding innovations * Becoming more business-like * Key sector resources, case studies and exemplars"

Social Return on Investment (SROI) Primary purpose SROI aims to help organisations understand and manage the social, environmental and economic benefits (value) that they are creating. It is a measurement approach, developed from traditional cost-benefit analysis that captures the economic value of social benefits by translating social objectives into financial measures and focuses on the most important sources of value as defined by stakeholders.1 The SROI model developed by nef is designed to promote the inclusion of all stakeholders' voices in the way organisations make decisions about allocating resources.