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If teachers are to help students change their incorrect beliefs, they first need to know what those are.

Knowledge of student misconceptions is a critical tool for science teachers. It can help teachers to decide which demonstration to do in class, and to start the lesson by asking students to predict what’s going to happen. If a teacher doesn’t have this special kind of knowledge, though, it’s nearly impossible to change students’ ideas.

Our data show that great teams: Communicate frequently. In a typical project team a dozen or so communication exchanges per working hour may turn out to be optimum; but more or less than that and team performance can decline.Talk and listen in equal measure, equally among members. Lower performing teams have dominant members, teams within teams, and members who talk or listen but don't do both. Engage in frequent informal communication. The best teams spend about half their time communicating outside of formal meetings or as "asides" during team meetings, and increasing opportunities for informal communication tends to increase team performance.Explore for ideas and information outside the group. The best teams periodically connect with many different outside sources and bring what they learn back to the team.

It's The Integration Economy, Stupid.

Tablet & Mobile Wars Create Ubiquitous Social Computing.

Facebook Interrupts Location-Based Networking.

We were pretty shocked to discover the dominant effect of negative events on inner work life – people’s mostly-hidden emotions, perceptions, and motivations at work. Setbacks have a negative effect on inner work life that’s 2-3 times stronger than the positive effect of progress. When we checked into whether other researchers had found something similar, we learned that it’s a general psychological effect; “bad is stronger than good.” The reason could be evolutionary. Maybe we pay more attention to negatives, and are more affected by them, out of self-preservation. So – because positive inner work life is so important for top performance, leaders should do whatever they can to root out negative forces.

Religiously protect at least 20 minutes – and, ideally, much more – every day, to tackle something in the work that matters most to you. Hide in an empty conference room, if you have to, or sneak out in disguise to a nearby coffee shop. Then make note of any progress you made (even if it was a small win), and decide where to pick up again the next day. The progress, and the mini-celebration of simply noting it, can lift your inner work life.

Bosses can religiously protect at least 5 minutes, every day, to think about the progress and setbacks of their team, and what enabled or inhibited that progress. The daily review should end with a plan to do one thing, the following day, that’s most likely to facilitate progress – even if that progress is only a small win. I think this practice, if used widely, could make a real difference in organizational performance and employee inner work life. And good inner work life isn’t only a matter of employee retention or the bottom line. It’s a matter of human dignity.