Group items tagged

Explains differences in bbPress roles: keymaster, moderator, participant, spectator, and blocked. We have keymaster and participant only. Other roles that we have identified on users page are probably straight WordPress roles. 1/2015

"Group administrators can change a group's privacy settings at any time by visiting the group's Admin tab > Group Settings. Group roles BuddyPress group members have three roles available to them. Members: By default, when a user joins a group, he or she has the role of member. What does it mean to be a member of a BuddyPress group? That depends on what kind of group it is. In a public group, members are able to post to that group's forums, as well as submit content to other parts of the group (for instance, group members can upload documents in conjunction with the BuddyPress Group Documents plugin). When a user posts to the discussion forum of a public group, the user automatically becomes a member of the group. Additionally, being a member of a group means having the group's activity aggregated in your Activity > My Groups activity stream. In a private group or a hidden group, members have all the same privileges as members in a public group. Additionally, being a member of a private group means that you get to see who else is a member of the group, and that you're able to send invites to other users. Moderators: When a group member is promoted to be a moderator of the group, it means that the member receives the following additional abilities: Edit group details, including the group name and group description (see: #4737) Edit, close, and delete any forum topic or post in the group Edit and delete other kinds of content, as produced by certain plugins Administrators: Administratorshave total control over the contents and settings of a group. That includes all the abilities of moderators, as well as the ability to: Change group-wide settings (Admin > Settings). For instance, administrators can turn group forums on or off, change group status from public to private, and toggle on or off various other group functionality provided by plugins Change the group avatar (Admin > Group Avatar) Manage group members (Admin > Manage Members). More specifically,

Huffington post from 5/15/14 about the role media plays in perpetuating gender roles and stereotypes. Several good examples

Fascinating and scary look about how the internet and the access to the widest range of resources imaginable, many of them beyond the scope of our individual capacities, is changing the role of classroom teacher to facilitator, and the role of pastor to facilitator through multi-site transmission of the sermons delivered by the best faith orators. Makes me wonder about WLS facilitation, too. Atlantic, Michael Godsey, march 25, 2015.

Excellent schematic drawn by Jane Hart, Social Learning Centre, UK, to show the new "learning and performance consultants" roles ranging from instructional & resource designers to performance support specialists to collaboration advisors/community managers TO LEARNING ADVISORS, PKM SPECIALISTS, CAREER COACHES (emphasis mine), November 19, 2012

schematic from Jane Hart on the new roles for learning and performance professionals

Great article by Joe Rominiecki, June 24, 2015 in AssociationsNow on the online community manager role; quotes the latest Community Roundtable report on how the online community management skillset is needed by many staff, not just one person. There is a big difference between lurking or contributing as an individual in Facebook or LinkedIn groups and mentoring/leading/supporting an online community. Supports our inclusion of "convening" as a vital digital literacy skill.

Wordpress roles of which we use only administrator. the other user roles are from bbpress terminology.

This paper written by George Siemens in 2008 on Learning in Networks raises issues very similar to those we are raising in our discussion at CPSquare. This paper also has implications for how the Women's Learning Studio is launched into practice in its discussion of teacher as learning atelier, concierge, etc. Google Scholar, Scopus, and open access journals offer increased access to academic resources; an extension to more informal approaches such as regular internet search and Wikipedia. Social software (blogs, wikis, social bookmarking, instant messaging, Skype, Ning) provide opportunities for learners to create, dialogue about, and disseminate information. But what becomes of the teacher? How do the practices of the educator change in networked environments, where information is readily accessible? How do we design learning when learners may adopt multiple paths and approaches to content and curriculum? How can we achieve centralized learning aims in decentralized environments? This paper will explore the shifting role of educators in networked learning, with particular emphasis on curatorial, atelier, concierge, and networked roles of educators, in order to assist learners in forming diverse personal learning networks for deep understanding of complex fields.

blog by Maggie Jackson, on Forbes 100 list of websites for women. Written June 6, 2012. "Encore careers drive to the heart of who we are, and who we want to be. We can't google the answers to such dilemmas. Earlier in the day, I'd attended a rehearsal at the Yale School of Drama for Waiting for Godot. Asked how she prepared for a role, one student said: 'I look for the character's super-objective. What is the essence of what this character seeks?' I shared her words with my classmates, because in an age of career fluidity, we are always shaping and reshaping our life roles. Today, 31 million workers ages 44 to 70 want an 'encore' career that combines income, impact and meaning, according to the think-tank Civic Ventures. On average, they will take 18 months - and a likely pay cut - to make the change. Twelve million in this age group are interested in starting a non-profit or social venture. In this time of invention and insecurity, we need to take the time to think about our next steps. We need to have patience with ourselves."

Mother lode of social media leadership ideas from BlogHer Conference, July 2013, from Ananda Leeke's talk Seven archetypes of social media leadership: creativista, empirista, empowerista, enchanista, evangelista, flowista, lifestylista Excerpt: ) The Digital Sisterhood Leadership Project has identified 12 key leadership roles that women in social media are currently playing. They include the roles of: Advocate Community builder Content creator Content curator Educator Influencer Mentor Motivator Promoter Social do gooder Storyteller Thought leader

Blog post identified by Brenda Kaulback for CPsquare Inquiry 2013. Blog by Scott Jaschik, August 19, 2013, focuses on the DOCC, a MOOC feminized with different values and pedagogy. Excerpt "The DOCC aims to challenge MOOC thinking about the role of the instructor, about the role of money, about hierarchy, about the value of "massive," and many other things. The first DOCC will be offered for credit at 17 colleges this coming semester, as well in a more MOOC-style approach in which videos and materials are available online for anyone." Excerpt: "A DOCC is different from a MOOC in that it doesn't deliver a centralized singular syllabus to all the participants. Rather it organizes around a central topic," Balsamo said. "It recognizes that, based on deep feminist pedagogical commitments, expertise is distributed throughout all the participants in a learning activity," and does not just reside with one or two individuals. Read more: http://www.insidehighered.com/news/2013/08/19/feminist-professors-create-alternative-moocs#ixzz2xY8xLHur Inside Higher Ed

White paper by Shawn Callahan, Mark Schenk, and Nancy White, April 21, 2008 on Building a collaborative workplace "THE ROLE OF LEADERSHIP Leadership is a keystone for establishing supportive collaboration cultures, especially in teams and communities. This is based on how leaders mainly embed their beliefs, values and assumptions in the fabric of their organisation. There are six main behaviours that leaders display that mould the organisation's culture.[3] What leaders pay attention to, measure, and control on a regular basis-are they paying attention to collaborative strategies and behaviours from team, community and network perspectives? How leaders react to critical incidents and organisational crises-are they sacrificing long-term goals for short-term fixes which sabotage collaboration? Does fear of connecting to the larger network keep them from tapping into it? How leaders allocate resources-are they investing in the collaboration capability? Is it attentive to all three types of collaboration? How leaders express their identity through deliberate role modelling, teaching, and coaching-as our leaders collaborate, so do we! How leaders allocate rewards and status-are your leaders rewarding individual or collaborative behaviours? Or both? How leaders recruit, select, promote, and excommunicate-are collaborative talents sought and nurtured?"

Blog by Gwen Teatro, You're Not the Boss of Me is name of blog, September 14, 2014. Identifies five elements that I believe are right on for real teams: 1. Everyone on the team clearly understands its purpose 2. Individuals on the team each know their roles in fulfilling the purpose 3. Individuals on the team see their roles as being no more, or no leass important than anyone else's 4. We pay attention to the team dynamic every time a new member is introduced 5. The team works together until its purpose is fulfilled.

article by Martin Dewhurst and Paul Willmott, September 2014 on new leadership skills required in age of new information technologies Machines force executives and senior leaders to: 1. open up their companies through crowdsourcing and social platforms within and across organizational boundaries 2. create data sets worthy of the most intelligent machines 3. "let go" in ways that run counter to a century of OD 4. executives...able to make the biggest difference through the human touch. ...questions they frame, their vigor in attaching exceptional circumstances highlighted by increasingly intelligent algorithms ... tolerating ambiguity and focusing on the "softer" side of management to engage the organization and build its capacity for self-renewal. 5. turbocharged data-analytics strategy, a new top-team mind-set, fresh talent approaches, and a concerted effort to break down information silos...transcend number crunching..."weak signals" from social media and other sources also contain powerful insights and should be part of the data-creation process. 6. ...early movers will probably gain insights of unstructured data, such as email discussions between representatives or discussion threads in social media. 7. ...dashboards don't create themselves. Senior executives must find and set the software parameters needed to determine, for instance, which data gets prioritized and which gets flagged for escalation. 8. ...odds of sinking under the weight of even quite valuable insights grow as well. Answer: democratizing it: encouraging and expecting the organization to manage itself without bringing decisions upward. ...business units and functions will be able to make more and better decisions on their own. 9. 8 will happen even as the CEO begins to morph into a "chief experimentation officer," who draws from acute observance of early signals to bolster a company's ability to experiment at scale. 10. need to "let go" will be more significant and the discomfort of s

how to move from specialist leader role to generalist leader role by Wanda T. Wallace, and David Creelman, June 18, 2015. One recommendation is to develop executive leadership presence--the confident physical demeanor that LeanIn also emphasized. In other words, confidence before competence.

Boston Club report, 2013, of Boston area women and nonprofit organization representation "For over 20 years, The Boston Club has worked collaboratively with local and regional nonprofit organizations of all sizes to identify and recruit qualified women for positions as directors, trustees, and overseers. During that period, we have placed over 175 women on nonprofit boards. We also have conducted over 30 programs about nonprofit board service, with topics ranging from the basic questions a board candidate needs to ask, to the latest issues of governance affecting nonprofits. Through these initiatives, we have met hundreds of nonprofit executives, board and nominating chairs, and women who serve on their boards. We are continually amazed and energized by the missions and breadth of work conducted by nonprofits, their contributions to the economy of Massachusetts, the vital services and programs provided to our citizens, and the dedication their boards exhibit. But even we could not answer the question: how many women serve on nonprofit boards in Massachusetts? Until now. Why is this information important? Nonprofit organizations play a major role in the economies of many towns and cities in the state, generating $234 billion in revenues in 2010. In 2010, nonprofit jobs represented 16.7% of the total employment in Massachusetts 1 . We are known worldwide for our universities, hospitals, and cultural institutions, most of which are nonprofit organizations. Fifty-seven percent of women in Massachusetts are in the workforce. For The Boston Club, which has long tracked the number of women in leadership positions in publically owned companies, the question of gender diversity in the leadership of nonprofit organizations is part of our mission. We believe that the advancement of women to significant and visible leadership roles in all types of businesses will have lasting and meaningful impact on business performance and the economic health of our communities."

Really wonderful article on nonprofit leadership development and how the lack of it leads to much external executive hiring and high turnover in these roles

role models--men and women

virtual volunteer role description with About, Skills, Good Match for, Requirements & commitment on Volunteer Match

interesting article by Cass Sunstein and Reid Hastie, November 4, 2014 on how to help groups make better decisions. Eight suggestions are made: 1. Silence the leader 2. Prime critical thinking 3. Reward group success 5. Assign roles 6. Appoint a devil's advocate 7. Establish contrarian teams 8. Delphi Method