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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

E-Learning Developer Opportunity at Houston Area, Retail Industry, Houston area (Katy specifically),Rate: $35-40+ (W2) This team-oriented E-Learning Developer or E-Learning Specialist. In this role, you will make daily contributions leading to success in the areas eLearning development and design. Work location is in the Houston area 5 days a week.

E-Learning Developer Opportunity at Houston Area, Retail Industry, Houston area (Katy specifically),Rate: $35-40+ (W2)

It's now six months since Harbinger Knowledge Products - makers of Raptivity®, the award-winning, rapid e-learning development software tool that comes with a library of pre-built customisable interactions, most of which are interactive - launched 'Raptivity Evolve' for its Raptivity premium customers. In that time, it's produced five new interaction modules collaborating with Raptivity users, in response to these users' suggestions.

Web 2.0 technology brings many new pathways for learning, especially for collaboration. Yet, for all its promise, organizations have been slow to adopt social learning. This week, two highly-experienced e-Learning designers and developers bring you a review of the foundations of what we are beginning to call "Learning 2.0," and best practices for overcoming obstacles to implementation.

(If not, you might be reading the wrong blog post. It's ok if you want to go elsewhere.) Congratulations on wanting to make the move! E-learning can be exciting, rewarding and beneficial . It is another great tool that you can add to your learning toolbox. Read more

A good guide for resources to use to develop e-learning

Online Learning Shapes the Academic World Developments in Information and Communication Technologies (ICTs) have impacted all sectors of society- mainly the corporate organisations as well as the education sector. In higher education, application of ICTs in form of e-learning is already changing teaching and learning processes.