Group items tagged

Blog by Lena Dunham and Jenni Konner with the letter Jennifer Lawrence wrote about "not being nice anymore about gender pay inequality in Hollywood"

Interesting blog post on Inc., March 12, 2012 by Dave Balter and Jennifer Lum on spiderweb mentorship and horizontal entrepreneurialism. Think this has implications for connected learning, too. Excerpt: Spiderweb mentorship: Successful entrepreneurs and executives actively pushing people up and into the ecosystem. Horizontal entrepreneurism: Collaboration across companies, with entrepreneurs enthusiastically supporting each other.

Chapter seven on everyday by design by Jennifer Stratton, HASTAC, 7/2013--used in MOOC that Lisa is taking from Cathy Davidson and others.

nice blog post by Jennifer Louden on finding your tribe nourished by women who wrote in examples of how they found their tribes (not necessarily online)

Interesting blog post by Jennifer Dunn on Scoop.it, June 25, 2013. It suggests using LinkedIn, conferences, and current contacts as starting points for building your business network. Not so unusual but the point about how you don't have to go a conference to benefit from the circle of like-minded peers it attracts but go to the website or Facebook page or Twitter to circulate and get acquainted with the people who might be valuable for you to know is a good one. Makes me think, also, about how wikis or any record building device given to participants one year at a conference or workshop might be left open for one to go back and view current participants. (ex. BEtreat wiki is still open to me; WLstudio?)

article by Jennifer Knickerbocker, new Deloitte partner, talking about the importance of sponsors/mentors to moving into greater leadership positions, communicating authentically, and holding to their beliefs/recommendations, Fortune, February 2016

excellent article by Jennifer Chandler and Kristen Scott Kennedy on building capacity through networks, February 5, 2016. 

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

Although ten years old, interesting blog post by Dave Kovaleski, July 1, 2004, Meetingsnet, makes some good points about what kinds of learning and when. Excerpt The key to an effective blended learning program lies in the mix of media used to deliver the training. Bersin identifies 16 different media, including classroom instruction, webinars, conference calls, CD-ROM courseware, study manuals, Web pages, online simulations, on-site labs, Web-based discussion groups, mentoring programs, and videos. To create a successful blended program, it's not necessary to incorporate many or all of them; in fact, two or three should suffice. Typically, a blended-learning program has several steps. The first might be a conference call, introducing students to the trainer and subject. Next is the self-directed portion, in which students are asked to study for the live session. The self-directed portion is best delivered through asynchronous means, such as webcasts or some kind of simulated, virtual exercises. Experts suggest follow-up testing on the pre-work to make sure students are prepared to move on to the live, or synchronous, session. "The self-directed portion of the blend is critical," says Jennifer Hofmann, president of InSync Training LLC, Branford, Conn., and author of The Synchronous Trainer's Survival Guide (Jossey-Bass). "It's a huge culture change." ... Post-meetings, or asynchronous evaluations, are frequently the final components of blended-learning programs. Coaching modules, online tutorials, tests, and simulations reinforce the classroom work. They also allow companies to make sure that employees are applying the new information to their jobs. In addition, testing allows employers to identify knowledge gaps so that follow-up training is well-focused.

an interesting case study of a large company embedding Yammer (ESN) in a 130,000 employee setting. Anna Carlson interviewed Jennifer Hayward from Telefonica, 6/2014.

great article on Twitter's benefits, 2013, Jennifer Davis, NextAvenue, to boost your career or find work or just have fun