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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

www.office.com/setup Blogs: Missing a key security signal could mean not catching a breach, but the number of security signals is increasing exponentially. It's becoming impossible to manually prioritize them. That's why Office 365 applies intelligence to help you proactively manage risk and ward off threats. Today, we're pleased to introduce several new capabilities in Office 365 that help you manage risk and stay ahead of threats: Office 365 Secure Score-A new security analytics tool that applies a score to Office 365 customers' current Office 365 security configuration. Office 365 Threat Intelligence Private Preview-Service that leverages billions of data points from the Microsoft Intelligent Security Graph to provide actionable insights to the global threat landscape and help customers stay ahead of cyber threats. Office 365 Threat Intelligence is now in private preview, with general availability planned for later this quarter. Office 365 Advanced Data Governance Preview-Applies machine learning to help customers find and retain the most important data to them while eliminating redundant, obsolete and trivial data that could cause risk if compromised. Office 365 Advanced Data Governance is now in preview, with general availability planned for later this quarter. KNOW YOUR OFFICE 365 SECURE SCORE Do you know how you'd be rated if someone were to evaluate your security configuration? To give you better visibility into your Office 365 security configuration and the security features available to you, we're pleased to introduce Secure Score-a new security analytics tool. Secure Score helps you understand your current Office 365 security configuration and shows you how implementing additional controls can further enhance your security and reduce risk.* Here's how it works: Secure Score Summary-Displays your Secure Score and provides access to view your Score Analyzer. Your Secure Score, the numerator, is the sum of the points associated wi

If you had the choice between reading through a training module or playing a game to learn the same concepts, which would you choose? Most of us would choose game-based learning hands-down over traditional training. Why? It's more fun!

The Raptivity team recently presented at a technology event for educators at University of Pune, Maharashtra, India. The presentation was titled 'Innovative Ideas for Making Learning Interactive'. It aimed at showcasing different creative ideas and ways of making learning fun and interactive. Over 65 senior educators from across Maharashtra region attended the session.

Learning and development professionals have known for some time that the keys to making training stick include interaction with participants before, during, and after a learning event.

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).

Gamification is a powerful tool to engage learners, whether customers or employees, to change behaviors, develop skills or drive innovation. When a course is "gamified" correctly, itnot only improves user engagement but also lowers cost, and makes implementation easier.

This topic of game based learning is gaining more recognition even as a taxonomy for understanding it as a discipline is being developed.