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A since deceased, highly-regarded fellow faculty member, Anthony (Tony) Athos, occasionally sat on a bench on a nice day at the Harvard Business School, apparently staring off into space. When asked what he was doing, ever the iconoclast, he would say, "Nothing." His colleagues, trained to admire and teach action, would walk away shaking their heads and asking each other, "Is he alright?" It is perhaps no coincidence that Tony often came up with some of the most profound insights at faculty meetings and informal gatherings. This story captures much of the sense of the responses to this month's question about why managers don't think deeply. The list of causes was much longer than the list of proposed responses. But in the process, some other questions were posed. Ben Kirk kicked off the list of reasons for the phenomenon when he commented, "… what rises to the top levels are very productive and very diligent individuals who tend not to … reflect and are extremely efficient at deploying other people's ideas," implying that this type of leader is not likely to understand, encourage, or recognize deep thinking in others. Adnan Younis added the possibility that "… managers are not trained for it." Dianne Jacobs cited the possibility that persisting assumptions borne out of success serve as "roadblocks to act on needed change" (proposed by those who engage in deep thinking?). Ulysses U. Pardey, whose comment triggered my recollection of Tony Athos, wrote that "Time-for-thinking is a special moment which can be resource consuming and an unsafe activity …" (Fortunately, Athos held a tenured position in an academic organization.) A number of comments alluded to the triumph of bureaucracies and large organizations over deep thinking. As Lorre Zuppan said, "I think Jeff Immelt's efforts to protect deep thinking reflect a nice sentiment but … If his team could carry the ball, would he need to announce that he's protecting it?" Tom Henkel was more succinct: "Ther

Would you like to play an interactive game with me? It's one of the more popular games used by instructional designers to create interest in a subject. Let's start with a few hints from Wikipedia. An American television quiz show created by Merv Griffin. …

Raptivity is an amazingly powerful product. Its a simple interactivity building tool which helps you create outstanding elearning content without any programming knowledge.

Raptivity comes up with weekly workshop which you can attend. Many customers find Raptivity weekly workshop helpful. This webinar will help you to understand how Raptivity can be used in the most powerful way. The workshop will consist of detailed introduction, tips and tricks of how Raptivity works as a rapid development tool to create interactive elearning courses.

The Virtual Educa conference was a 5 day affair and estimates say that it was attended by 10000+ attendees. The attendees really liked the concept of Raptivity. The fact that one does not need programming for creating interactivities was the most common aspect they expressed they liked. Possibilities of HTML5, and SCORM publishing, as well as the possibilities of using any LMS, were the common ones for people of a higher level of technology knowledge/expertise. Visitors also liked the idea of perpetual pricing. Many people liked that Raptivity works with Moodle and PowerPoint.

Raptivity's commitment to constantly enhance on the customer collaboration front has yielded another win-win situation for both the parties involved. Based on various feedbacks, suggestions and discussions with its wide customer base, Raptivity has successfully reenergised its overall user interface (UI).