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Doris Reeves-Lipscomb

Conscious Computing | Linda Stone - 0 views

lindastone.net/...conscious-computing-36

Stone Attention_Project attention email_apnea screen_apnea continuous_partial_attention womenslearningstudio blog

shared by Doris Reeves-Lipscomb on 12 Feb 14 - No Cached
  • Doris Reeves-Lipscomb on 12 Feb 14
     
    Linda Stone's blog, April 20, 2012. Runs something called The Attention Project. New terms: conscious computing, email and screen apnea, continuous partial attention Excerpt: "Thirty years ago, personal computing technologies created a revolution in personal productivity, supporting a value on self-expression, output and efficiency. The personal communications technology era that followed the era of personal productivity amplified accessibility and responsiveness. Personal technologies have served us well as prosthetics for the mind, in service of thinking and doing. Our focus has been on technologies as prosthetics for the mind, and human-as-machine style productivity. This has led to burn-out, poor health, poor sleep, and what I call email apnea or screen apnea. We wonder where our attention has gone. Turns out, it's right where we left it - with our ability to breathe fully. We can use personal technologies that are prosthetics for our beings, to enhance our lives. I call this Conscious Computing. We can use technology to help enable Conscious Computing, or we can find it on our own, through attending to how we feel. For advice from a musician on how to do Conscious Computing, I interviewed the organist, Cameron Carpenter. Conscious Computing with the help of passive, ambient, non-invasive Heart Rate Variability (HRV) technology is poised to take off over the next few years. It has the potential to help all of us learn the skills that musicians, athletes and dancers have, that immunizes them from email apnea."
Doris Reeves-Lipscomb

AACRAO - SEM Newsletter - Transparency: The Millennial Mindset's Effect on Your Web 2.0... - 0 views

www4.aacrao.org/...index54de.html

millennials mindset web 2.0

shared by Doris Reeves-Lipscomb on 13 Feb 14 - No Cached
  • Doris Reeves-Lipscomb on 13 Feb 14
     
    Article on web 2.0 marketing to millennials by Strategic Enrollment Management February 2009. "Although we are not going to dedicate our article to a recap of millennial marketing, we do want to reinforce the importance of understanding the millennial mindset before you begin to build your Web 2.0 plan. Consider that 64 percent of your audience (teens 12 to 17 years old) are reported to engage in at least one type of online content creation, up from 57 percent just four years ago. Understanding what they are doing online allows our plans to be more comprehensive and effective and fully integrated into a successful enrollment plan. There is even an emerging classification of teenagers using a host of technology options for dealing with family and friends, including traditional landline phones, cell phones, texting, social network sites, instant messaging and e-mail. These "super communicators" represent about 28 percent of the entire teen population (Guess 2008). And possibly the most interesting statistic to watch comes out of Noel-Levitz's "E-Expectations: The Class of 2007" report, which claims that 43 percent of high school juniors have a profile page designed for use in researching colleges (Lenhart & Madden 2007). This all means that if you are not already participating in an active use of online marketing you are overlooking a large group of your audience. Frankly, they are keenly aware of marketing, and as marketers we need to understand their mindset to build effective plans to reach and educate them. We cannot expect that they will conform to marketing as it has been done in a traditional way. Tools of the Trade: Components to Consider The goal of any Web 2.0 is to inform and connect. Simply stated, the tools you choose should work to reinforce that goal and integrate with the other tools of the trade you are using. Enrollment managers who know their audience understand the need to consider a variety of marketing options, from traditional adve
Doris Reeves-Lipscomb

Working Harder Isn't The Answer; It's The Problem - Forbes - 0 views

www.forbes.com/...snt-the-answer-its-the-problem

forbes blog Gilhool WomensLearningStudio

shared by Doris Reeves-Lipscomb on 18 Jul 13 - No Cached
  • Doris Reeves-Lipscomb on 18 Jul 13
     
    blog post by Jennifer Gilhool, 6.4.2013 "You are connected to work 24/7. You don't need your lap top to be connected. You are connected via BlackBerry, iPhone and iPad to name just a few. These devices no longer provide flexibility. Instead, they tether you to the office. They enable you to work all the time and anywhere. And, now, many companies believe that is the definition of flexibility: "'What flexibility means today is not part time,' the head of work-life at one large organization told me recently. 'What people want is the ability to work anytime, anywhere.' That's true if your target labor pool is twenty-somethings and men married to homemakers. The head of HR at another large organization asked, when I described the hours problem, 'What do you mean, how can we get women to work more hours?'" - Why Men Work So Many Hours, Joan C. Williams, May 29, 2013 Harvard Business Review Why Your Manager Doesn't Want You To Innovate Ron Ashkenas Ron Ashkenas Contributor LinkedIn: Busting 8 Damaging Myths About What It Can Do For Your Career 85 Broads 85 Broads Contributor Someone has taken the "human" out of "Human Resources" departments across America. And, this behavior is not limited to operations in America. I work for a multi-national corporation that cannot seem to wean itself from the 24 hour work day. Colleagues in China often begin their day with a 6:00 a.m. meeting and end it with a meeting that begins at 10:00 p.m. or, worse, 11:00 p.m. To combat this problem, the company leadership agreed to a global meeting policy. The policy provides that global meetings should occur only between the hours of 6:00 a.m. and 9:00 p.m. and that no meetings should occur on Friday nights in Asia Pacific. Further, the policy provides a 10 hour fatigue rule. In other words, there should be 10 hours between your last meeting of the day and your first meeting on the next day. First, if you need a global meeting policy, you are in
anonymous

20 Tips for Creating a Professional Learning Network - Getting Smart by Miriam Clifford... - 0 views

gettingsmart.com/...-professional-learning-network

pln learning WLStudio network

shared by anonymous on 22 Apr 14 - No Cached
  • anonymous on 22 Apr 14
     
    "Networking is a prime form of 21st century learning.  The world is much smaller thanks to technology.  Learning is transforming into a globally collaborative enterprise.  Take for example scientists; professional networks allow the scientific community to share discoveries much faster. Just this month, a tech news article showcased how Harvard scientists are considering that "sharing discoveries is more efficient and honorable than patenting them."  This idea embodies the true spirit of a successful professional learning network: collaboration for its own sake. As educators, we aim to be connected to advance our craft.  On another level, we hope to teach students to use networks to prepare for them for a changing job market.  But what is the best way to approach PLNs?"
Doris Reeves-Lipscomb

Markets for Good Workshop - Between the Dashboard and the Chair - 0 views

www.slideshare.net/...en-the-dashboard-and-the-chair

dashboard workshop experiment edutopia Kanter Slideshare womenslearningstudio

shared by Doris Reeves-Lipscomb on 08 Jun 14 - No Cached
  • Doris Reeves-Lipscomb on 08 Jun 14
     
    Slide 22 on Edutopia Experiment Workshop very interesting for planning and learning from experiments--What; Audience; Hypothesis; Data to prove or disprove; What are the steps to implement, collect data, analyze data, and reflect on it by ??? What did you learn? What will change to be more effective or efficient in your work? What is the design of your next experiment?
Doris Reeves-Lipscomb

24 time management habits to develop for increased productivity - 0 views

www.slideshare.net/...lop-for-increased-productivity

productivity time management habits womenslearningstudio

shared by Doris Reeves-Lipscomb on 19 May 15 - No Cached
  • Doris Reeves-Lipscomb on 19 May 15
     
    Great slide share on managing time to get things done more effrectively and efficiently
Doris Reeves-Lipscomb

Habits: Why We Do What We Do - 0 views

hbr.org/...habits-why-we-do-what-we-do

habits Duhigg change self-development organizations personal learning womenslearningstudio

shared by Doris Reeves-Lipscomb on 02 Mar 16 - No Cached
  • 40% to 45% of what we do every day sort of feels like a decision, but it’s actually habit.
  • There’s a cue, which is like a trigger for the behavior to start unfolding, A routine, which is the habit itself, the behavior, the automatic sort of doing what you do when you do a habit.
  • And then at the end, there’s a reward. And the reward is how our neurology learns to encode this pattern for the future.
  • ...9 more annotations...
  • diagnose the cue and the reward.
  • every cue falls into usually one of five categories.
  • t’s usually a time of day, a certain place, the presence of certain other people, a particular emotion, or kind of a set of behaviors that’s become ritualized.
  • And that’s the reward that I was craving, was socialization.
  • keystone habits. Some habits seem to have a disproportionate influence
  • And in a lot of people’s lives a keystone habit is exercise. When they start exercising, they start using their credit cards less. They start procrastinating less. They do their dishes earlier. Something about exercise makes other habits more malleable.
  • So O’Neill actually said, I want to make workers more safe. I want to change worker safety habits. And everyone could sign on to that. What he was actually saying was, I want to make every single factory more efficient and more productive and producing a higher quality product, because that’s how we make things safer. But if he had come in and he had ordered greater efficiency, everyone would have rebelled, all the workers at least. But you come in and you say, I want to make everything safer, that’s something everyone can sign onto.
  • But 5% of your job as a CEO is making the big strategy choice. 95% is managing small choices, managing what your culture is going to be like, managing how you structure the rewards and the incentives that determine how people kind of automatically behave.
  • And when psychologists have looked at quantum changers, what they found is these are people who suddenly became very deliberate about their habits. There’s something almost magical about understanding how habits work, because studies show that once you understand, once you think about the structure of a habit, it becomes easier to change that habit. And once you change that habit, you start making these small, incremental adjustments to your day that over a year or over a decade can add up to a huge difference.
  • Doris Reeves-Lipscomb on 02 Mar 16
     
    great interview with Charles Duhigg--transcript and podcast--on how individuals and organizations can bring about changes in their lives with "keystone habits"
Doris Reeves-Lipscomb

Building Capacity Through Networks | Stanford Social Innovation Review - 0 views

ssir.org/...ding_capacity_through_networks

capacity networks stanford SSIR Chandler Kennedy peer_learning womenslearningstudio

shared by Doris Reeves-Lipscomb on 31 Mar 16 - No Cached
  • place a priority on a capacity building initiative that presents itself wrapped in a bow.
  • use network contacts to determine whether it would be more efficient to organize a user group for network members who use the same database. Tapping the wisdom of the network can save time, aggravation, and perhaps thousands of dollars in fees for consultants to train staff or customize a new database, or to replace software that staff may simply not understand. Conversely, the network may confirm that your nonprofit is an outlier for using that particular database.
  • Leverage your participation in a network to learn from other nonprofit leaders.
  • ...4 more annotations...
  • peer-learning cohort
  • plans its next board orientation—and perhaps its success in attracting and retaining a diverse board of directors.
  • Networks are especially well-suited to using web-based knowledge-sharing and collaboration tools that easily allow network members to upload and download evaluation templates, curricula for educational programs, and other tools. Technology also allows network members to connect in real time even though they are geographically distant, and to facilitate educational programs that take advantage of a combination of online and in-person learning components.
  • The one-time workshops nonprofit capacity builders relied on in the past don’t make the same deep impression on program participants as longer-term, peer-learning cohorts, which prompt participants to dig deeply into their personal learning journeys and connect mor
  • Doris Reeves-Lipscomb on 31 Mar 16
     
    excellent article by Jennifer Chandler and Kristen Scott Kennedy on building capacity through networks, February 5, 2016. 
Doris Reeves-Lipscomb

What does leadership mean in the 21st century? | Ashoka - Innovators for the Public - 0 views

www.ashoka.org/...s-leadership-mean-21st-century

leadership Ashoka platform apps social media womens Laloux network Inglehart modernization womenslearningstudio

shared by Doris Reeves-Lipscomb on 10 Jun 15 - No Cached
  • The relevance for leadership? Facebook, YouTube, Twitter and their lesser cousins have proved the power of the platform. They have shown that if your average 21st century citizen is given the tools to connect and the freedom to create, they will do so with enthusiasm, and often with an originality that blindsides the so-called creative industries.  The result is a growing awareness from those who think about business structures for a living, that good leadership is no longer about ‘taking charge’ or imposing a strategic vision but about creating the platforms that allow others to flourish and create. By way of example, Frederic Laloux – the organisational theorist currently developing a cult-like following across the world – offers a telling story about his meeting with Jos de Blok. De Blok is the founder and CEO of Buurtzorg, a Dutch nursing care firm that has grown from four to 9,000 employees in nine years, by devolving all decision-making down to small teams of nurses across the country. It’s a structure that leaves only 45 people working in central administration and management but has delivered huge gains in the efficiency and impact of nursing care in The Netherlands.
  • Like social media networks, their job is to create the frameworks that let others take decisions and make change.
  • It’s what being a leader in this new world is all about: helping others to generate change on their own terms rather than taking on the role of sole changemaker yourself.
  • ...1 more annotation...
  • This shift to changemaking leadership may, in truth, be more the result of the rapid growth of the popular desire for self-expression and self-determination, charted in rigorous detail by Ronald Inglehart
  • Doris Reeves-Lipscomb on 10 Jun 15
     
    Great article by Adam Lent, Ashoka, on how social media networks unleash the power of people to act as meaningful change makers themselves. June 8, 2015 Suggests that company leaders need to provide the platform to "allow others to flourish and create. Cites Frederic Laloux's book on organizational theory.
Doris Reeves-Lipscomb

That Amazon story: We are afraid our work is killing us - Fortune - 0 views

fortune.com/...amazon-overwork

amazon story fortune work-life womenslearningstudio

shared by Doris Reeves-Lipscomb on 21 Aug 15 - No Cached
  • the fear that the ways we work now are harming and/or killing us.
  • The damage that can be done by workplaces like Amazon’s is much more insidious, and difficult to detect — and when people die, their obituary says things like heart disease or stroke or suicide.
  • In many cases, we are drawn to behavior that is bad for us, and that arguably applies to the workplace as well. In a piece he wrote for Medium recently, Facebook co-founder Dustin Moskovitz talks about the early days of the company and how he slept little and ate badly, and was hyper-competitive with co-workers. Was this worth it because of what they accomplished? Not at all, he says.
  • ...2 more annotations...
  • they can see aspects of this in their own lives: They have a cellphone that allows them to be contacted in a variety of different ways — phone call, email, text message, Slack chat room, Google Hangout, Twitter DM, etc. And since that technology is widely available, everyone in a certain type of job is expected to have it, and as a result they are expe
  • Can we somehow have all the productivity and efficiency gains that we think come along with this kind of workplace lifestyle, but at less personal cost? Moskovitz thinks we can, provided we start looking at the real costs of our work — that is, the long-term impact on employees and their ability to contribute meaningfully — rather than just doing the math on short-term metrics like revenue per man-hour, etc.
  • Doris Reeves-Lipscomb on 21 Aug 15
     
    good article on how more work is shifting to an always-on demand model in order to succeed or at least stay employed. Mathew Ingram, August 20, 2015
Doris Reeves-Lipscomb

Silicon Valley's Youth Problem - The New York Times - 0 views

www.nytimes.com/...con-valleys-youth-problem.html

technology Silicon Valley employment workforce entrepreneurship engineer NYT womenslearningstudio

shared by Doris Reeves-Lipscomb on 21 Aug 15 - No Cached
  • There are more platforms, more websites, more pat solutions to serious problems — here’s an app that can fix drug addiction! promote fiscal responsibility! advance childhood literacy!
  • The doors to start-up-dom have been thrown wide open. At Harvard, enrollment in the introductory computer-science course, CS50, has soared. Last semester, 39 percent of the students in the class were women, and 73 percent had never coded before.
  • I protested: “What about Facebook?” He looked at me, and I thought about it. No doubt, Facebook has changed the world. Facebook has made it easier to communicate, participate, pontificate, track down new contacts and vet romantic prospects. But in other moments, it has also made me nauseatingly jealous of my friends, even as I’m aware of its unreality. Everything on Facebook, like an Instagram photo, is experienced through a soft-glow filter. And for all the noise, the pinging notifications and flashing lights, you never really feel productive on Facebook.
  • ...9 more annotations...
  • Amazon Web Services (A.W.S.)
  • “But now, every start-up is A.W.S. only, so there are no servers to kick, no fabs to be near. You can work anywhere. The idea that all you need is your laptop and Wi-Fi, and you can be doing anything — that’s an A.W.S.-driven invention.” This same freedom from a physical location or, for that matter, physical products has led to new work structures.
  • Despite its breathtaking arrogance, the question resonates; it articulates concerns about tech being, if not ageist, then at least increasingly youth-fetishizing. “People have always recruited on the basis of ‘Not your dad’s company,’ ” Biswas said.
  • On a certain level, the old-guard-new-guard divide is both natural and inevitable. Young people like to be among young people; they like to work on products (consumer brands) that their friends use and in environments where they feel acutely the side effects of growth. Lisa and Jim’s responses to the question “Would you work for an old-guard company?” are studiously diplomatic — “Absolutely,” they say — but the fact remains that they chose, from a buffet of job options, fledgling companies in San Francisco.
  • Cool exists at the ineffable confluence of smart people, big money and compelling product.
  • Older engineers form a smaller percentage of employees at top new-guard companies, not because they don’t have the skills, but because they simply don’t want to. “Let’s face it,” Karl said, “for a 50-something to show up at a start-up where the average age is 29, there is a basic cultural disconnect that’s going on. I know people, mostly those who have stayed on the technical side, who’ve popped back into an 11-person company. But there’s a hesitation there.”
  • Getting these job offers depends almost exclusively on the candidate’s performance in a series of technical interviews, where you are asked, in front of frowning hiring managers, to whip up correct and efficient code. Moreover, a majority of questions seem to be pulled from undergraduate algorithms and data-structures textbooks,
  • “People want the enterprise tools they use at work to look and feel like the web apps they use at home.”
  • Some of us will continue to make the web products that have generated such vast wealth and changed the way we think, interact, protest. But hopefully, others among us will go to work on tech’s infrastructure, bringing the spirit of the new guard into the old.
  • Doris Reeves-Lipscomb on 21 Aug 15
     
    Interesting article on the age divide between new guard (Stripe) and old guard companies (Cisco) and why that is so, Yiren Lu, March 12, 2014
Doris Reeves-Lipscomb

Reality Check Reveals Ed-Tech Challenges - Education Week - 0 views

www.edweek.org/...eveals-ed-tech-challenges.html

reality check challenges Bushweller Edweek womenslearningstudio

shared by Doris Reeves-Lipscomb on 08 Jul 15 - No Cached
  • "The new digital content that is being developed is so superior to old-world print, and it's cost-efficient," says Mark Edwards, the superintendent of the Mooresville, N.C., district, which attracts hundreds of visitors who want to see how its schools have integrated digital teaching and learning.
  • Doris Reeves-Lipscomb on 08 Jul 15
     
    blog post by Kevin Bushweller, 6.10.2015 on how ed-tech visions are not being realized.
Doris Reeves-Lipscomb

No Time to Be Nice at Work - NYTimes.com - 0 views

mobile.nytimes.com/...is-your-boss-mean.html

civility NYT Porath rudeness hormones technology incivility womenslearningstudio

shared by Doris Reeves-Lipscomb on 22 Jun 15 - No Cached
  • INCIVILITY also hijacks workplace focus
  • According to a survey of more than 4,500 doctors, nurses and other hospital personnel, 71 percent tied disruptive behavior, such as abusive, condescending or insulting personal conduct, to medical errors, and 27 percent tied such behavior to patient deaths.
  • incivility miss information that is right in front of them. They are no longer able to process it as well or as efficiently as they would otherwise.
  • ...3 more annotations...
  • Technology distracts us. We’re wired to our smartphones. It’s increasingly challenging to be present and to listen. It’s tempting to fire off texts and emails during meetings; to surf the Internet while on conference calls or in classes; and, for some, to play games rather than tune in. While offering us enormous conveniences, electronic communication also leads to misunderstandings. It’s easy to misread intentions. We can take out our frustrations, hurl insults and take people down a notch from a safe distance.
  • Incivility shuts people down in other ways, too. Employees contribute less and lose their conviction,
  • To be fully attentive and improve your listening skills, remove obstacles. John Gilboy told me about a radical approach he took as an executive of a multibillion-dollar consumer products company. Desperate to stop excessive multitasking in his weekly meetings, he decided to experiment: he placed a box at the door and required all attendees to drop their smartphones in it so that everyone would be fully engaged and attentive to one another. He didn’t allow people to use their laptops either. The change was a challenge; initially employees were “like crack addicts as the box was buzzing,” he said. But the meetings became vastly more productive. Within weeks, they slashed the length of the meetings by half. He reported more presence, participation and, as the tenor of the meetings changed, fun.
  • Doris Reeves-Lipscomb on 22 Jun 15
     
    Article by Christine Porath, June 20, 2015, NYT on rudeness and bad behavior and its impact on us. Has two lists: Boors in the Workplace, Behaviors that we admit to Also has paragraph on impact of multitasking and too much technology
Doris Reeves-Lipscomb

To Build Your Business, Smash Your Silos | Fast Company | Business + Innovation - 0 views

www.fastcompany.com/...your-business-smash-your-silos

silos silo_effect flow information learning collaboration womenslearningstudio

shared by Doris Reeves-Lipscomb on 16 Feb 15 - No Cached
  • Silos are necessary in companies. They provide the structure that allows companies to work. Every company is split into divisions, departments, or groups, such as sales, technology, and finance. This structure allows expertise in different areas. In companies, silos tend to be places where information, focus (another word for choosing priorities), and control flow up and down. But company silos also cause problems—that same structure prevents the flow of information, focus, and control outward. And in order for a company to work efficiently, decisions need to be made across silos.
  • Cooperation, communication, and collaboration are the three keys to working across silos. Those are components that ideally any successful working relationship would have, but they are must-haves if you are going to break the organizational silos barrier.
  • knowledge, focus, and control are shared among more than one silo.
  • ...1 more annotation...
  • What priorities do you or your department have that are not aligned with another’s?Put yourself in the place of the other silo—what would make that silo realize that your need was a priority?What information do you or your department have that could be useful to others?What information or assistance do you need from another silo that you are not getting?In what areas would increased collaboration and giving up some autonomy be more beneficial for the company than maintaining your individuality?
  • Doris Reeves-Lipscomb on 16 Feb 15
     
    Blog on leadership by Neil Smith, Fast Company on eliminating barriers that keep departments/groups from sharing the same priorities, knowledge, information for the good of the whole organization.
Doris Reeves-Lipscomb

How to make journaling a ritual (video) - Asian Efficiency - 0 views

www.asianefficiency.com/...journal-ritual

journaling habit Asianefficiency womenslearningstudio reflection

shared by Doris Reeves-Lipscomb on 26 Feb 16 - No Cached
  • Lisa Levinson on 26 Feb 16
     
    good video of a very involved journaling process that this company employs. It includes daily, weekly, monthly, bi-yearly, and yearly journaling as well as sharing learning on the companies intranet, where there is a separate area for journal sharing. I love their term "leaky brain" - you can't remember much
  • Doris Reeves-Lipscomb on 29 Feb 16
     
    great resource for making journaling a habit
Doris Reeves-Lipscomb

Single-Tasking Is the New Multitasking - The Atlantic - 0 views

www.theatlantic.com/...asking-is-the-new-multitasking

multitasking Efficiency singletasking Humor TablessThursday video womenslearningstudio

shared by Doris Reeves-Lipscomb on 03 Dec 15 - No Cached
  • Doris Reeves-Lipscomb on 03 Dec 15
     
    funny video by James Hamblin, M.D. on Atlantic on how we constantly multi-task and miss being fully present
Doris Reeves-Lipscomb

The Most Impactful Leaders You've Never Heard Of | Stanford Social Innovation Review - 0 views

ssir.org/...l_leaders_youve_never_heard_of

SSIR network entrepreneurs collective_impact principles womenslearningstudio

shared by Doris Reeves-Lipscomb on 29 Oct 15 - No Cached
  • the single most important factor behind all successful collaborations is trust-based relationships among participants. Many collaborative efforts ultimately fail to reach their full potential because they lack a strong relational foundation.
  • Trust not control
  • network entrepreneurs focus on creating authentic relationships and building deep trust from the bottom up. This focus on relationship-building costs relatively little yet ultimately makes a tremendous difference in impact. Network entrepreneurs ensure that the power of others grows while their own power fades, thereby developing capacity in the field and a culture of distributed leadership that dramatically increases the collaboration’s efficiency, effectiveness, and sustainability.
  • ...5 more annotations...
  • The Four Principles of Network Entrepreneurship
  • The new leaders at the heart of some of today’s most sophisticated, large-scale solutions to the world’s social problems—network entrepreneurs—are undoubtedly some of the most accomplished leaders that you’ve never heard of, and they are ensuring that systems-level, collaborative efforts not only succeed, but thrive. 
  • Humility not brand.
  • Node not hub.
  • Mission not organization.
  • Doris Reeves-Lipscomb on 29 Oct 15
     
    beginning series on network entrepreneurs who thrive, by Jane Wei-Skillern, David Ehrlichman, & David Sawyer, September 16, 2016.  How should WLS embrace these four principles operationally in the networks we participate in?   
Doris Reeves-Lipscomb

Digital Skills in the Workplace | SkillsYouNeed - 0 views

www.skillsyouneed.com/...l-skills-modern-workplace.html

skills digital workplace Burton womenslearningstudio

shared by Doris Reeves-Lipscomb on 13 Mar 16 - No Cached
  • There are programs and services you can use to make sure that you make the most out of your computer. Having a computer desktop that you can navigate quickly and efficiently is fast becoming more important than having a tidy desk.
  • digital literacy as ‘the ability to find, evaluate, utilize, share, and create content using information technologies and the Internet’6. By this definition, digital skills are any skills related to being digitally literate. Anything from the ability to find out your high-score on Minesweeper to coding a website counts as a digital skill.
  • What Digital Skills do I Need for the Modern Workplace?
  • ...3 more annotations...
  • Marketing, customer service, retail, managing, writing and selling are all jobs associated with these keywords and all of those jobs could well require digital skills.
  • digital skillset is as wide as possible for future needs.
  • journalists to research, plan, write, proofread and send an article to a publisher all using their mobile phone or tablet.
  • Doris Reeves-Lipscomb on 13 Mar 16
     
    blog post written by Phillip Burton for skillsyouneed.com, apparently a British company.  
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