Group items tagged

A number of great quotes offered by Tom Peters on leading in the 21st century, September 2014. Tom Peters: Today's technology tools give you great opportunities to do 73 things at a time or to at least delude yourself that you are. I see managers who look like 12-year-olds with attention deficit disorder, running around from one thing to the next, constantly barraged with information, constantly chasing the next shiny thing. The only thing on earth that never lies to you is your calendar. That's why I'm a fanatic on the topic of time management. But when you use that term, people think, "Here's an adult with a brain. And he's teaching time management. Find something more important, please." But something more important doesn't exist. Tom Peters: Unless you were born with a very, very silver spoon, you're going to spend the majority of adult life at work. Why shouldn't this be a joyful experience or an energetic experience or a vivid experience? If you're a leader, your whole reason for living is to help human beings develop-to really develop people and make work a place that's energetic and exciting and a growth opportunity, whether you're running a Housekeeping Department or Google. I mean, this is not rocket science. It's not even a shadow of rocket science. You're in the people-development business. If you take a leadership job, you do people. Period. It's what you do. It's what you're paid to do. People, period. Should you have a great strategy? Yes, you should. How do you get a great strategy? By finding the world's greatest strategist, not by being the world's greatest strategist. You do people. Not my fault. You chose it. And if you don't get off on it, do the world a favor and get the hell out before dawn, preferably without a gilded parachute. But if you want the gilded parachute, it's worth it to get rid of you.

The authors Peter Senge, Hal Hamilton, and John Kania in this magazine article from Winter 2015 outline their belief that the deep changes necessary to accelerate progress against society's most intractable problems require a unique type of leader - the systems leader, the person who catalyzes collective leadership. They use Nelson Mandela as the supreme example of this, but state that they have met many systems leaders on a national, regional, and local level. Systems leaders have the ability to see the interconnection of all the moving parts of a problem, issue, or crisis and develop interventions designed to bring diverse views and standings together in supportive and structured ways to address differences. "The simple idea that you could bring together those who had suffered profound losses with those whose actions led to those losses, to face one another, tell their truths, forgive, and move on, was not only a profound gesture of civilization but also a cauldron for creating collective leadership. Indeed, the process would have been impossible without the leadership of people like Bishop Desmond Tutu and former President F. W. de Klerk."

Tom Peters introduced the concept of "personal branding." In this introductory article, he describes the need to have a brand and how one establishes it.

Tom Peters, who is credited with introducing the term "personal brand" discusses what a personal brand is not.

Very good blog post by Peter Skillen on July 13, 2011 on PBL? Am I Doing It Right? Offers continua for structuring projects by students but couldn't these be adopted in setting up PBL for adult elearners? The continua are trust (locus of control), Questioning (who is generating the questions), Collaboration (how much collaboration is really going on?), Content (reductionist to complex), Knowledge (hidden to visible), Purpose (contrived to authentic).

An article view by Jenna Wortham at the New York Times of different online learning sites for mastering computer codes and programming, March 27, 2012. Mentions Codecademy, Girls Develop It, Treehouse, General Assembly, etc. Excerpt: "Peter Harsha, director of government affairs at the association, said the figure had been steadily climbing for the last three years, after a six-year decline in the aftermath of the dot-com bust. Mr. Harsha said that interest in computer science was cyclical but that the current excitement seemed to be more than a blip and was not limited to people who wanted to be engineers. "To be successful in the modern world, regardless of your occupation, requires a fluency in computers," he said. "It is more than knowing how to use Word or Excel but how to use a computer to solve problems." "

The Blog of Tim Ferriss with guest post by Peter Diamandis about crowdsourcing problems and going to capital sources for funding. Reviews the changes in communication and cooperation and what is now possible with ICTs.

I was looking for a tool that allowed the "crowd" to create a database, which I think is ultimately what we would want. None of the ten listed seemed to fit that description. Did either of you see one that we may want to consider, or do we try to find something else? Does one of these seem like a good fit for us in other ways?

I haven't determined that any of these is the preferred channel for doing the W.W. database, Lyn. But the idea of incentivizing the creation and maintenance of a crowdsourced 'database' (for lack of a better term) is offered by these groups. A wiki that is set up for a Learning W.W. could be the beginning app until we find someone to do it or a tool to do it better. Even using Diigo in a paid account could work to gather tagged contributions with better organization to follow when we enlist someone to help us.

Article by Peter Cappelli, Washington Post, September 5. "Companies simply haven't invested much in training their workers. In 1979, young workers got an average of 2.5 weeks of training a year. While data is not easy to come by, around 1995, several surveys of employers found that the average amount of training workers received per year was just under 11 hours, and the most common topic was workplace safety - not building new skills. By 2011, an Accenture study showed that only about a fifth of employees reported getting on-the-job training from their employers over the past five years."

Digest of ideas by Gwen Teatro, You Are Not the Boss of Me, reprinted 9/7/14, originally written in 2010. Very interesting look at the Fifty Discipline by Peter Senge. "There was a time when everyone was jumping onto The Learning Organization bandwagon. This usually happened when times were good, when organizations felt a little more ebullient...Budgets were cut....wisdom and decisions would only come from the few and learning for the many was a luxury no one could afford." Learning Organization components 1. Vision--shared--may start with one person, it must be embraced and shared by all. Can be simple, i.e., Zappo's Delivering Happiness 2. Team learning--in an age where shared leadership is or will become critical, the need to understand the dynamics and functional operation of teams is pretty great--how team members communicate with each other, how they manage conflict, and how they examine their successes...and their failures 3. Personal Mastery--taking the time to study and understand our reality and our purpose 4. Mental models--dangers of clinging to and operating from narrow perspectives--assumptions and biases in our thinking 5. Systems thinking--paying attention to the connections between and among a variety of elements that make up the whole.

interesting blog post, lots of food for thought about PD for compliance reasons and how to support growth long-term, Peter DeWitt, August 18, 2015

blistering review of Stanford Education Conference by Jay Cross, including a LMS vendor's confiscation of "informal learning"--it's funny yet very serious. May 31, 2015