WomensLearningStudio

training department will announce that people are ultimately responsible for their own learning.

Then they abandon them.

earning and Development generally focuses on people who are deficient

1. Personalized learning.

personalized, relevant and contextualized learning can increasingly be tailored based on the learner's own passions, strengths, needs, family, culture, and community.

2. Expanded learning opportunities.

Biases cause people to focus too much on success, take action too quickly, try too hard to fit in, and depend too much on experts.

Challenge #2: A fixed mindset. The psychologist Carol Dweck identified two basic mindsets with which people approach their lives: “fixed” and “growth.” People who have a fixed mindset believe that intelligence and talents are largely a matter of genetics; you either have them or you don’t. They aim to appear smart at all costs and see failure as something to be avoided, fearing it will make them seem incompetent.

people who have a growth mindset seek challenges and learning opportunities.

Himmelman defines networking as exchanging information for mutual benefit. T

go-around of information exchange,

Himmelman defines coordination as exchanging information and altering activities for mutual benefit and for a common purpose.

most managers are cooperative, friendly, and willing to share information — but what they lack is the ability and flexibility to align their goals and resources with others in real time. Sometimes this starts at the top of the organization when senior leaders don’t fully synchronize their strategies and performance measures with each other.

First, consider the goal you’re trying to achieve. Map out the end-to-end work that you think will be needed to get the outcome you want.

Second, convene a working session with all of the required collaborators from different areas of the company to review, revise, and make commitments to this collaboration contract.

— Make adjustments.

— Change your environment.

— Focus on the bright spots.

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.

To accomplish this, we embraced the network principle of “node not hub,” deciding early on not to invest in top-down remedies, but in collaborative models that would remain in tact after our initial financial support ended, usually after a period of 5-7 years.

equired that local communities develop a data-gathering system.

consensus data model that large segments of our industry could embrace and use to standardize terminology and reporting across all shelters. We invested in building data-gathering systems for the shelter field and saw those early efforts blossom into genuine cultural change.

Learning the Network Principles

It required mission-driven leaders who put a premium on establishing and nurturing relationships based on trust, humility, and mutual benefit. It also required a radical change in rewards and affirmations from funders and boards. A new system, consistent with subordinating the organization’s brand to the common interest, became paramount.

common interest that placed the mission at the center