Group items tagged

A bio of Shireen Mitchell on the National Council of Women's Organizations website. She is "ED of Digital Sisters/Sistas, a nonprofit organization on using media and technology to access self-sufficiency tools for women and children who are traditionally underserved." Has written "Gaining Daily Access to Science and Technology" in the book 50 Ways to Improve Women's Lives and Access to Technology: Race, Gender, Class Bias.

Seth Kahan on CEO peer groups--way to control risk-taking with small group of co-learners 3. CEO Peer Groups form in DC & Chicago - Chicago has One Opening I have been leading CEO Peer Groups since 2009. They are an opportunity to take a year long journey together with 3-4 other CEOs under my facilitation. These special groups are made up of 4-5 leaders who work together to develop leadership performance, improve their results, and dive deep into both strategy and tactics. It is a safe place to expose vulnerabilities and get powerful assistance for the most challenging situations. Ultimately it is about raising the bar on your leadership performance through a community of peers."

Great exploration of focus as a verb (process) and noun (single goal) by Greg McKeowan telling the story of Gates and Buffett talking at dinner. Here are three ways to combine both types of focus to ensure we getting the vital few things done. --Ask the right questions --In order to have focus we need to escape to focus --Know how valuable your time is

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

BLOG POST by Harold Jarche, 9.24.14 Pattern sensing becomes all important. Even leadership has to be exercised in a different way from the hierarchical organization, understanding the dynamics of networks.

Blog post by Jarche, April 14, 2014 on his Seeking Perpetual Beta: a guidebook for the network era. "The workplace of the network era requires a different type of leadership; one that emerges from the network as required. Effective leadership in networks is negotiated and temporary, according to need. Giving up control will be a major challenge for anyone used to the old ways of managing. An important part of leadership will be to ensure that knowledge is shared throughout the network."

Fascinating ideas for presenting credentials in creative ways

great blog post by Jane on working independently but learning interdependently via the web/internet.

Fast talking Obeng on how world is changing, speed and density of comunications, hierarchies when networks are needed, pace of change faster than pace of learning--focused on last year's problems, not current challenges. 12 minutes Two ways to fail, should follow a procedure for some things, other things do "smart failure" instead.

Good five minute video on women entrepreneurs and how they overcome internal self-judgments/fears to succeed. "Hard to succeed without failure..." "Grateful to mother for failure is a stepping stone to success" "It's fine to risk it." "Way workplace is structured means that a lot of women don't want to be there--pay that price." "If we take the time to regenerate, to renew ourselves, we will be much more successful..."

Very scary video (4 minutes) by Mark Cuban on how privacy is violated because digital history is retained forever. Inc. How ownership shifts from author to recipient who may misuse it in any # of ways. Of course, Cuban is developing erasure apps that delete texts after a certain amount of time. Talks about tweets in particular. Unfollowing people who could be sending wrong message.

Article by Jeffrey R. Young, June 9, 2015 in the Chronicle of HE on incentive value of badges for professors to take teaching workshops. Should we offer a badge for ECO completers? "Still, badges are probably more valuable to professors than are the paper certificates that Kent State traditionally gave to those who completed training workshops in the past. "It's an easy way for a professor to show that I'm that type of faculty member that goes and does faculty development," said Ms. Kelly."

Remember the Human--like this rule and the paradox presented in it--internet brings together people who would not otherwise know each other; some then act out because the medium (text) is too impersonal.

Very interesting article from the NYTimes on how mindfulness has taken hold in Silicon Valley encouraging tech workers and beyond to take time out, meditate even for a minute, and creating new apps to help you do it. Google has a course on mindfulness that sells out whenever offered. Rebranding mindfulness from groovey discipline to way to clear your head to increase productivity, prioritize to do lists, unclutter your work life.

Interesting blog post by Jane Hart on building an enterprise learning network within an enterprise social network. Is the WLS going to be an enterprise learning network? Perhaps not in the usual sense of an organization with employees comprising a workforce. But perhaps it can use some of the same techniques advocated by Hart below: Under Part Two 1. new social approaches to training and online learning--backchannel learning, online social workshops ("participants with a lot of autonomy, so that they participate in the ways that they feel more comfortable and best suits them..." ); tiny training aka microlearning--short bursts of learning ten minutes long... 2. Innovative Learning Initiatives--social onboarding, social mentoring 3. Continuous series of learning activities and events 10 minutes a day - provide a daily link to a place where individuals can spend just 10 minutes learning something new. Note: 10 minutes a day, each weekday adds up to around 6 days of training in a year! Live chats - run regular live Twitter-like live chat sessions on different topics. They might just take place over 1 hour or be a longer all-day event that people can join in at any time. Hot seats - put one of your people (e.g. CEO or a leading expert) in the hot seat for a period of time, and encourage employees to ask them questions. Book club - organise a monthly time for conversation around a book of interest. Lunch'n'Learns - ask someone to lead a short informal session on a topic of interest to them. This might be purely conversational or involve a web meeting or face-to-face meeting, with the ELN used as a backchannel. 4 - SUPPORT OTHER PEOPLE-BASED LEARNING SERVICES Your ESN provides the opportunity to set up and support other learning activities in private group spaces. A Learning Help Desk service (aka Learning Concierge service) which provides an advice centre for ad hoc learning and performance problems. - See more at:

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

Capterra lists survey vendors, Survey Monkey way down the list, but Capterra's motivation and method for building the list are not clear to me.

great article on rise and decline of Wikipedia by Andrew Lih, June 21, 2015, NYT. Rise of smartphones is one challenge; fundraising continues apace creating new tensions around allocating/dividing proceeds; record participation in elections for new trustees is call for new governance?; too few women as editors or trustees; yet Wikipedia is most popular way into articles/resources in museums, etc.

Has some good ideas (even if they are for academics being reviewed by vitae committees) for curating your online presence, Karen Kelsky, Chronicle HE,

a blog post by Adam Dachis on Seinfeld's Don't Break the Chain way to get certain things done every day