More Americans are stuck in part-time work - The Washington Post - 0 views
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Explains part-time work trends are worrisome, article by Ylan Q. Mui in Washington Post, July 2014 ""What we're seeing is a growing trend of low-quality part-time jobs," said Carrie Gleason, director of the Fair Work Week Initiative, which is pushing for labor reforms. "It's creating this massive unproductive workforce that is unable to productively engage in their lives or in the economy.""
Kat Cole of Cinnabon, on Questioning Success More Than Failure - NYTimes.com - 0 views
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Interview with Kat Cole on leadership and becoming a leader, July 19, 2014. Like her emphasis on coachability and feedback and unrelenting curiosity to learn. Supports learning, leading, connecting online. Also like her other leadership insights and how she hires new people. Excerpt "What advice do you give your employees who are ambitious and want to move up? First, I talk about being incredibly coachable, because we all give each other feedback. If you want to move up, you've got to get as many inputs as possible to continue to develop. Second, take your development into your own hands and be curious about the entire company. If there's something you want to learn, go learn it. The structure here is like a start-up. "
Great Leadership Isn't About You - John Michel - Harvard Business Review - 0 views
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article by John Michel, August 22, 2014. Like this excerpt: "The lesson Washington's profoundly positive example teaches is that leading people well isn't about driving them, directing them, or coercing them; it is about compelling them to join you in pushing into new territory. It is motivating them to share your enthusiasm for pursuing a shared ideal, objective, cause, or mission. In essence, it is to always conduct yourself in ways that communicates to others that you believe people are always more important than things."
College Plan | Starbucks Coffee Company - 0 views
Seven Habits Of Organized People | Fast Company | Business + Innovation - 0 views
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article by Stephanie Vozza, Fast company, LinkedIn Seven habits 1. Organized people seek out tools 2. Organized people set priorities MITs 3. Organized people have less stuff 4. Organized people choose simple solutions 5. Organized people practice maintenance 6. Organized people regularly purge 7. Organized people project themselves into the future
Lighten Up - 1 views
Social Signals, Social Noise and Knowledge Management - 0 views
3 Signs Your Company Doesn't Understand Today's Technology - 0 views
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Another blog from workintelligent.ly. 3 simple signs your company is not understanding today's technology - most of which point to not trying to control what is used and how it is used, sharing tech info, knowledge and skills, and using the expertise of everyone that uses technology. A unnamed dig at Microsoft and Explorer as an example of what not to do.
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A good model for us to think about: 3 signs your organization doesn't understand networked learning and/or PD could be a blog or promotional outreach for us.
Sharon Sloane of Will Interactive: See Yourself as Others See You - NYTimes.com - 0 views
Hierarchical vs Networked learning - NixonMcInnes - 0 views
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hy forward thinking? Because I think that hierarchical learning isn’t conducive, in fact is obstructive to creating businesses fit for purpose for innovating within disruption. I think the behaviours it creates slows down people’s learning as they go higher up ‘the ladder’, limits their behavioural flexibility and creates a culture where people are afraid to challenge the status quo. And what do I mean by networked learning? I think this has something to do with letting go of words like ‘expert’ and accepting that we are all learning, all of the time. And I think if we can do this, and ask any question without fear, we can shake things up and make things happen.
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So how could companies themselves encourage and create a safe environment for networked learning? A few ideas:
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Cultivate a culture of celebrating failure
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What Are Organizational Silos? | Business & Entrepreneurship - azcentral.com - 0 views
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Organizational Silos
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Govindarajan recommends focusing on innovation as necessary for survival, convincing employees to work together for a common goal and creating an innovation agenda around which all employees can coalesce. A committee charged with breaking up the silos can develop practices that require communication and collaboration. Increased communication from management and among employers will increase trust and begin to solve the problems.
Silo effect | Invistics - 0 views
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he “silo effect” is caused by a remarkably small number of people who gradually drain the silo‘s grain. Its negative impact can be huge on the performance of the total team; eventually leading to a loss of business. However, I’ve seen clients successfully deal with these “silo effects” within the walls of their company. I’ve sat in on several Pull Design Workshops and have personally seen this transformation occur.
You Need a Community, Not a Network - Brook Manville - Harvard Business Review - 0 views
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Really good blog post by Brook Manville, 9/5/14, HBR on how the "thin we" becomes the "thick we" excerpt: To borrow language from the philosopher Avishai Margalit, the web is a "thin we" type of network. Participants tend to belong for individualistic reasons. They have little in common with other members, and they're reluctant to do much for the network. A big goal requires a "thick we" network - a community of people who feel responsible for collaborating toward a shared purpose that they see as superseding their individual needs. Members of a community - as opposed to a simple network - expect relationships within the group to continue, and they even hold one another accountable for effort and performance. When networks develop into communities, the results can be powerful. Look at the accomplishments of Wikipedia contributors, open-source software developers who find and fix bugs in Linux, or doctors who help each another with difficult diagnoses as part of the Sermo social network.
The High Cost of Avoiding Conflict at Work - WSJ - 0 views
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And with more businesses relying on teamwork, top managers' conflict-resolution skills are in greater demand
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Southwest Airlines Co. leaders wanted to shake up what they viewed as a culture of "artificial harmony" among staffers.
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It's not that firms want contentious leaders, but those who retreat from confrontation tend to postpone hard decisions and allow problems to fester, according to Ms. Glaser.
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Diversity Management Is the Key to Growth: Make It Authentic - 0 views
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Dr. Rohini Anand, Chief Diversity Officer, Sodexo Ron Glover, Chief Diversity Officer, IBM Kathy Hannan, National Managing Partner, Diversity & Corporate Responsibility, KPMG LLP
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Make it Real or Lose Your Authenticity
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Executives are Still Short-Sided
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Very good article by Glenn Llopis in Forbes, 6/13/2011, on importance of authenticity in diversity management. Not a numbers or compliance game but a real effort to get the most from everyone in an organization in order to serve/sell/reach out effectively to markets, communities, customers, and clients.
IBM100 - A Commitment to Employee Education - 0 views
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Encouraged by Watson Sr. and his executive team, employees often formed their own study groups. One, known as the Owl Club, allowed employees to study any subject they wanted at company expense. Such programs evolved into adult learning classes, and eventually into grants for employees to pursue college credits and degrees
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Today, industry specialists around the world in IBM Global Business Services use an array of e-learning tools—including podcasts and Twitter—customer on-site classes, and IBM conferences and classrooms to educate customers on everything from the use of social media and cloud computing, to how to build a smarter rail system. And IBM employees worldwide take advantage of their networked community to draw upon each other’s skills day and night to solve customer problems and develop the capabilities clients value most.
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