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Matt LeClair

The Immunity to Change™ Personal Development Process | Developmental Observer - 0 views

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    Changing one's behavior is one thing; it's keeping it changed that's often the real challenge, particularly when it's something we "know" we have to do. Using principles of Constructive-Developmental Theory, Robert Kegan and Lisa Lahey developed a personal development process that allows individuals and teams to overcome their "immunities to change" and achieve the personal goals that are most important to them. The heart of this immunity to change™ process is constructing a four-column "change map" that not only outlines your personal development goal but also reveals the hidden commitments that have been getting in the way of you achieving your goal.
Matt LeClair

Gallup_Building a Team With Talent - 0 views

  • Team members who understand one another's abilities not only trust one another, they can easily distinguish the areas in which their time and talents are most effectively applied from those better left in the hands of teammates. It's easy to see how this improves the team's efficiency.
  • we described how the dialogue between individuals with different dominant strengths improves the quality of the decision-making process
  • A good manager will take the time to deconstruct the daily operation of his or her team, identifying where it bogs down and where it over-accelerates.
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  • Those insights can then be used as a basis for dialogue within the team, allowing each member to better understand his or her ideal role relative to the other team members
  • ensure that the team operates as more than the sum of its parts
  • best strategies for building a highly effective, strengths-based team?
  • With your group, determine what "team" means to each of you.
  • Do they share a common goal? A common set of measures that determine success? Are collective achievements possible -- or is this really an assortment of individuals working independently with separate measurement and goals?
  • Even when individuals do much of the team's work independently, team members can still share in the responsibilities associated with building a great place to work. Think about using the Gallup Q12 items as a common focus for better partnership and teaming.
  • f the group is working with common measurements and a shared goal, however, investing some time and thought in strengths-based team building will pay off.
  • A shared goal must be shared in both vision and execution.
  • diversity or similarity of the descriptions. How are your viewpoints alike? In what ways do you see different aspects or issues in the challenge or opportunity?
  • You might start by listing the common functions you feel your team must allocate in order to operate smoothly.
  • Ask team members to consciously consider: "Who am I, and what do I contribute?"
  • t the ideal role is unique for each.
  • Once you've allocated functions, ask the person whose name is next to each individual function to "own" that aspect of the team's operation.
  • ber that consistency and practice are the keys.
  • Make this a regular part of your team's work -- to consider not only the issues, problems or challenges, but also the ways you work together in solving or achieving them.
  • Now that you have the functions or process, consider each person'
  • Ask each person to share two of his strengths, and identify two areas within the process that are a "best fit" for him
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    strengthfinder
Michelle Green

Activity Theory | Learning Theories - 1 views

  • Three levels of activity
  • Activity towards an objective (goal) carried out by a community
  • Action towards a specific goal (conscious), carried out by an individual or a group
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  • Operation structure of activity typically automated and not conscious concrete way of executing an action in according with the specific conditions surrounding the goal
  • Principles:
  • Object-orientedness.
  • Internalization/externalization
  • Mediation.
  • Development
  • All four of the above basic principles should be considered as an integrated system, because they are associated with various aspects of the whole activity.
Matt LeClair

Designing & Assessing Formal and Informal Learning Spaces - 0 views

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    Welcome to the companion website to our ELI presentation on Assessing Learning Spaces. We have made many of our instruments and resources available for your reference. However, since we have worked in cooperation with several institutions and modified their instruments for our use, we'd ask that you contact them directly to get permission to do the same. The San José State University Academic Success Center opened in October 2006 with a goal to increase student success by providing 21st-century technology, informal and formal learning spaces, and the services and support. The objective was to build an integrative center that provides students with an innovative space and technology tools for collaboration and promotes faculty pedagogical innovation through the use of our Incubator Classroom, winner of the 2007 Campus Technology Innovators Award. By combining physical space, technology tools, and an intensive professional development program, the ASC exemplifies a new synergistic model for the campus.
Matt LeClair

Universal Design for Learning - 0 views

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    Universal Design for Learning is a set of principles for curriculum development that give all individuals equal opportunities to learn. UDL provides a blueprint for creating instructional goals, methods, materials, and assessments that work for everyone--not a single, one-size-fits-all solution but rather flexible approaches that can be customized and adjusted for individual needs.
Matt LeClair

Mapping Learning and the Growth of Knowledge in a Knowledge Building Community - 0 views

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    Bereiter and Scardamalia (1996) argue that there is a difference between learning and knowledge building. Learning is activity directed towards improving personal knowledge. Knowledge building is trying to improve knowledge itself by considering ideas in regard to their strengths, weaknesses, applications, limitations, and potential for further development. Both learning and knowledge building are needed in schools. This paper traces the development of both in a Grade 5/6 classroom studying physical science. Knowledge transforming discourse is central to knowledge building because it is the means through which knowledge is formed, criticized, and amended (Scardamalia, Bereiter & Lamon, 1994). In this knowledge building classroom, the capacity for transformative discourse was afforded by Knowledge Forum® and classroom processes. Our paper deals with how this class engaged in the process of articulating and changing their learning goals as they reflected on and evaluated their class' knowledge building progress. Our sources of data come from discourse in the Knowledge Forum® database and videotapes of classroom discussion. A second set of analyses designed to capture students' activity in the database used data from the Analytic Toolkit, a suite of tools designed to track each student's use of Knowledge Forum. A third set of measures came from a pretest and post-test of students' knowledge of physical science. Our results showed that students who engaged in knowledge building discourse around central features of physical science also improved their learning.
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