Strategic studies have retained the thinking of Karl von Clausewitz at its core. The Prussian General's understanding of war by reference to the political process saw wars as the "continuation of politics by other means" (Clausewitz, 1997). In conflict research, this has become the most widely quoted definition of war. What made Clausewitz's work 'On War' so successful was that he wrote about war by focusing on its general aspects, or more simply, on the spirit of war as he saw it. In this way, war no longer drew on narrow and specific contexts, but rather became understood, as an enduring phenomenon, in general terms.
And this is what I have the most issues with. I have an active disdain for the "transfer of knowledge" model and want to inspire staff and students to focus on the SKILLS, which I believe are the indicators of lifelong learning and a valuable education experience.
self-concepts are extremely resistant to change, even in the light of facts that clearly contradict them (Swann, 1992).
Stated more positively, with more balance between the various levels, the teacher will experience less inner and outer frictions. Ideally, there is a complete “alignment” of the levels, which means that the teacher's behavior, competencies, beliefs, identity and mission together form one coherent whole matching the environment.
Yes, group activity can provide the impetus for better framing of problems, which can lead to original solutions. But creativity is the "end result of many forms of intelligence coming together, and intelligence born out of collaboration and out of networks," to quote one of my co-workers, Robert Fabricant. When we collaborate with different kinds of thinkers, sometimes from different cultures and backgrounds, we individually struggle with ingrained behaviors that reduce our likelihood of manifesting creativity.
Instead of holding an hour-long meeting with a facilitator at the whiteboard, pen poised to capture ideas called out, what would happen if every person in the room were provided five minutes to generate ideas individually?
When we lose track of time in group discussion, we are often crafting an enjoyable group experience at the cost of surfacing everyone's unique perspectives and voices. We risk filling the time with consensus, rather than exploring divergent, multi-disciplinary viewpoints. It is in the friction between these views that we explore new patterns of thought.
this kind of teamwork requires knowing when not to work in teams. This sounds obvious, but we constantly struggle with the belief that we must be inclusive to succeed. When to diverge and when to converge: that is the question.
A useful tool to combat open-ended group dialogue is "timeboxing," the use of short, structured sprints to reach stated goals for individuals or teams.