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We need to move to a customized and collaborative model that embraces 21st century learning technology and techniques.  This is not about technology per se – it’s about a change in the relationship between the student and teacher in the learning process.

So Portugal launched the biggest program in the world to equip every child in the country with a laptop and access to the web and the world of collaborative learning. To pay for it, Portugal tapped into both government funds and money from mobile operators who were granted 3G licenses. That subsidized the sale of one million ultra-cheap laptops to teachers, school children, and adult learners. Here’s how it works: If you’re a teacher or a student, you can buy a laptop for 150 Euros (U.S. $207). You also get a discounted rate for broadband Internet access, wired or wireless. Low income students get an even bigger discount, and connected laptops are free or virtually free for the poorest kids. For the youngest students in Grades 1 to 4, the laptop/Internet access deal is even cheaper — 50 Euros for those who can pay; free for those who can’t. That’s only the start: Portugal has invested 400 million Euros to makes sure each classroom has access to the Internet. Just about every classroom in the public system now has an interactive smart board, instead of the old fashioned blackboard.

to make all of the politically unpopular choices that had been put off for decades

year after year, our schools have been run for the benefit of the adults in the system, not for the benefit of the kids.

first time someone dared to question an entrenched practice that had only served the interests of adults.

What really is happening is the line between our work life and our social life is becoming blurred more and more every day

This hyper-connected, always-on, world we now live in is making it so our social life and work life are always intermixing. It’s your bosses ability to call you on the cell at 9pm to talk work, or the idea that you’ll read and answer e-mails via your BlackBerry after you leave the office. The employers are taking advantage of this hyper-connected world as well….why do you think they bought you a company cell phone? They still only pay you to work 8 hours a day.

As Linda Stone has written, we can't continue to function on what she calls "continuous partial attention," which she differentiates from multi-tasking. We aren't just shifting from one task to another, she has written, but we are hyper-alert, paying attention to input coming from every direction at the same time, including listening to conversations, responding to computers and smart phones

Historically, when the nation has a cold, schools sneeze. Examples are legion. When the Soviet Union launched the satellite Sputnik in 1957, President Eisenhower signed the National Defense Education Act (1958) aimed at getting better math and science teachers National problems of drug and alcohol abuse and tobacco smoking has led to states mandating courses to teach children and youth about the dangers of all of these substances. The Civil Rights movement in the 1950′s and 1960s’s spilled over the schools across the nation. Christian groups have pressured school boards to have prayer in schools, teach creationism, and vouchers (Educational Policy-2004-Lugg-169-87). The U.S. has competed economically with European and Asian countries for markets in the 1890s and since the 1980s. Each time that has occurred, business leaders turned to the schools to produce skilled graduates then for industrial jobs and now for an information-based economy.

This vulnerability to political stakeholders is very clear now with business and civic leaders pushing schools to be more efficient and effective in competing with China, Japan, and Germany.

In big cities where the problem of bad schooling is worst, results-driven reformers want mayors to take over schools and appoint their own superintendents, individuals who will accept no excuses from teachers and principals, will fight union rules, raise test scores, and create more charter schools.

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.