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Meghan Cureton

Noblesville High instructor pushes to change the educational system | 2016-05-25 | Indi... - 0 views

www.ibj.com/...-change-the-educational-system

innovation idiploma

shared by Meghan Cureton on 01 Jun 16 - No Cached
  • Meghan Cureton on 01 Jun 16
     
    Don Wettrick's innovation class- if you haven't yet, read his book Pure Genius
Nicole Martin

Why Curiosity Matters - 1 views

hbr.org/curiosity

shared by Nicole Martin on 14 Sep 18 - No Cached
  • And socially curious employees are better than others at resolving conflicts with colleagues, more likely to receive social support, and more effective at building connections, trust, and commitment on their teams. People or groups high in both dimensions are more innovative and creative.
  • joyous exploration, deprivation sensitivity, stress tolerance, and social curiosity—improve work outcomes.
  • joyous exploration has the strongest link with the experience of intense positive emotions. Stress tolerance has the strongest link with satisfying the need to feel competent, autonomous, and that one belongs. Social curiosity has the strongest link with being a kind, generous, modest person.
  • ...40 more annotations...
  • deprivation sensitivity—recognizing a gap in knowledge the filling of which offers relief. This type of curiosity doesn’t necessarily feel good, but people who experience it work relentlessly to solve problems.
  • joyous exploration—being consumed with wonder about the fascinating features of the world. This is a pleasurable state; people in it seem to possess a joie de vivre.
  • social curiosity—talking, listening, and observing others to learn what they are thinking and doing. Human beings are inherently social animals, and the most effective and efficient way to determine whether someone is friend or foe is to gain information. Some may even snoop, eavesdrop, or gossip to do so.
  • stress tolerance—a willingness to accept and even harness the anxiety associated with novelty. People lacking this ability see information gaps, experience wonder, and are interested in others but are unlikely to step forward and explore.
  • thrill seeking—being willing to take physical, social, and financial risks to acquire varied, complex, and intense experiences. For people with this capacity, the anxiety of confronting novelty is something to be amplified, not reduced.
  • we all seek the sweet spot between two deeply uncomfortable states: understimulation (coping with tasks, people, or situations that lack sufficient novelty, complexity, uncertainty, or conflict) and overstimulation.
  • people become curious upon realizing that they lack desired knowledge; this creates an aversive feeling of uncertainty, which compels them to uncover the missing information.
  • nstead of asking, “How curious are you?” we can ask, “How are you curious?”
  • But maintaining a sense of wonder is crucial to creativity and innovation. The most effective leaders look for ways to nurture their employees’ curiosity to fuel learning and discovery.
  • How can organizations help people make the leap from curious to competent?
  • by providing the right types of stretch assignments and job rotations.
  • complexity and breadth of the opportunities they’d been given,
  • It enhances intelligence
  • It increases perseverance, or grit
  • And curiosity propels us toward deeper engagement, superior performance, and more-meaningful goals
  • The ProblemLeaders say they value employees who question or explore things, but research shows that they largely suppress curiosity, out of fear that it will increase risk and undermine efficiency.Why This MattersCuriosity improves engagement and collaboration. Curious people make better choices, improve their company’s performance, and help their company adapt to uncertain market conditions and external pressures.The RemedyLeaders should encourage curiosity in themselves and others by making small changes to the design of their organization and the ways they manage their employees. Five strategies can guide them.
  • leaders can encourage curiosity
  • when our curiosity is triggered, we are less likely to fall prey to confirmation bias (looking for information that supports our beliefs rather than for evidence suggesting we are wrong) and to stereotyping people (making broad judgments, such as that women or minorities don’t make good leaders). Curiosity has these positive effects because it leads us to generate alternatives.
  • My own research confirms that encouraging people to be curious generates workplace improvements.
  • What is one topic or activity you are curious about today? What is one thing you usually take for granted that you want to ask about? Please make sure you ask a few ‘Why questions’ as you engage in your work throughout the day. Please set aside a few minutes to identify how you’ll approach your work today with these questions in mind.”
  • “What is one topic or activity you’ll engage in today? What is one thing you usually work on or do that you’ll also complete today? Please make sure you think about this as you engage in your work throughout the day. Please set aside a few minutes to identify how you’ll approach your work today with these questions in mind.”
  • When we are curious, we view tough situations more creatively. Studies have found that curiosity is associated with less defensive reactions to stress and less aggressive reactions to provocation.
  • curiosity encourages members of a group to put themselves in one another’s shoes and take an interest in one another’s ideas rather than focus only on their own perspective. That causes them to work together more effectively and smoothly: Conflicts are less heated, and groups achieve better results.
  • he groups whose curiosity had been heightened performed better than the control groups because they shared information more openly and listened more carefully.
  • Hire for curiosity.
  • “Have you ever found yourself unable to stop learning something you’ve never encountered before? Why? What kept you persistent?”
  • most people perform at their best not because they’re specialists but because their deep skill is accompanied by an intellectual curiosity that leads them to ask questions, explore, and collaborate.
  • “What is the one thing I should do to make things better for you?”
  • hen we demonstrate curiosity about others by asking questions, people like us more and view us as more competent, and the heightened trust makes our relationships more interesting and intimate.
  • But focusing on learning is generally more beneficial to us and our organizations,
  • A body of research demonstrates that framing work around learning goals (developing competence, acquiring skills, mastering new situations, and so on) rather than performance goals (hitting targets, proving our competence, impressing others) boosts motivation. And when motivated by learning goals, we acquire more-diverse skills, do better at work, get higher grades in college, do better on problem-solving tasks, and receive higher ratings after training. Unfortunately, organizations often prioritize performance goals.
  • rewarding people not only for their performance but for the learning needed to get there.
  • Leaders can also stress the value of learning by reacting positively to ideas that may be mediocre in themselves but could be springboards to better ones.
  • Organizations can foster curiosity by giving employees time and resources to explore their interests.
  • Employees can also broaden their interests by broadening their networks. Curious people often end up being star performers thanks to their diverse networks,
  • Leaders can also boost employees’ curiosity by carefully designing their teams.
  • What if…?” and “How might we…?”
  • To encourage curiosity, leaders should also teach employees how to ask good questions.
  • Organizing “Why?” days, when employees are encouraged to ask that question if facing a challenge, can go a long way toward fostering curiosity.
  • 5 Whys
  • Bo Adams on 14 Sep 18
     
    HT Nicole Martin
Bo Adams

As Independent Schools Face Micro-Schools' Disruption, They Can Cope by Sustaining Inno... - 1 views

www.nais.org/...Post.aspx

independent schools disruption innovation #MustRead school model School Change schoolreform

shared by Bo Adams on 04 Oct 15 - No Cached
  • Bo Adams on 04 Oct 15
     
    In 2010, when Gever Tulley, Anya Kamenetz, and I spoke at the same TEDx event, we talked offline about the eventual rise of "hyper-local micro schools." Here's an article about just such things beginning to disrupt independent school education. 
Meghan Cureton

How Teens Move From Innovative K-12 to College - US News - 0 views

www.usnews.com/...rom-innovative-k-12-to-college

#MustRead School Change

shared by Meghan Cureton on 13 Aug 15 - No Cached
  • Meghan Cureton on 13 Aug 15
     
    What a great read on the challenges the K-12 sphere (even High Tech High!) is facing when many higher ed institutions have not yet caught up. Also a great reminder that we have a lot of work still ahead of us to figure out...and we're preparing our kids for life not college.
Bo Adams

Four Innovative School Models Every Leader Should Know | GOA - 0 views

globalonlineacademy.org/...very-school-leader-should-know

school model

shared by Bo Adams on 23 Oct 18 - No Cached
  • The most important trait today’s school leader can have is a willingness to discover.
T.J. Edwards

Innovation vs Circulasticity | EdCan Network - 1 views

www.edcan.ca/...innovation-vs-circulasticity

#mvifishares

shared by T.J. Edwards on 11 Oct 17 - No Cached
  • T.J. Edwards on 11 Oct 17
     
    "Circulasticity"
Bo Adams

The paradoxes of creative leadership | Innovation Management - 1 views

www.innovationmanagement.se/...radoxes-of-creative-leadership

leadership innovation management creativity #MustRead

shared by Bo Adams on 09 Jul 15 - No Cached
  • Creative leadership is rich with paradoxes. Creative leaders are driven by their internal passion and purpose, yet they also have an externally oriented, explorative mindset. Creative leaders lead from the front by envisioning a better future, pointing the way and setting an aspiration, yet they achieve this by orchestrating a creative team, often leading from behind to bring out the best in others. In this article, we describe the competencies of a creative leader in detail, and invite you to look in the mirror and see how you score on those key competencies. We explore the topic of paradoxes found in creative leadership and leave you with some practical suggestions on how to grow as a creative leader.
  • We discovered that self-awareness is the cornerstone of leadership: great leaders are aware of what we call their ‘leadership gifts’ as well as their ‘learning edges’. And we found out that self-awareness helps leaders to build authenticity, as great leaders think and act from a place of truth within themselves.
  • At THNK, we distinguish between a management team and a creative team. A management team typically comprises seven or more members and is charged with running an existing business. By contrast, a creative team has ideally three members and is focused on seeking new solutions.
  • Bo Adams on 09 Jul 15
     
    Tweet from @akytle: The paradoxes of creative leadership http://t.co/EK2bbsmBkN So Blessed 2 play w/ cre8tve ldrs! #mvpschool @jbrettjacobsen @boadams1 HT @akytle
Bo Adams

Manor Independent School District - 0 views

www.manorisd.net/...796319

Innovation PBL real-world

shared by Bo Adams on 12 Dec 17 - No Cached
  • Whenever you have something innovative and that works, it is like a healthy freshwater fish. When you drop it into a traditional system, it is like dropping a freshwater fish into a saltwater tank. At some point, it dies. Part of the challenge as a district is to identify specific contaminants, the salt in the water. How do you start to turn that into fresh water? How do you create an ecosystem that fully supports and is aligned to implement with fidelity? What does it mean to have strong culture? That is a process, a very deliberate, conscious process.
  • One thing we did at the original New Tech was that we got rid of as many class periods as possible. Authentic work does not get broken down into 'Ok, we're going to focus on this area.' It was more holistic.
  • Bo Adams on 12 Dec 17
     
    HT Eileen Fennelly
Bo Adams

Using Design Principles to Build a Culture of Innovation | Edutopia - 1 views

www.edutopia.org/...iples-build-culture-innovation

designthinking perspective Prototyping

shared by Bo Adams on 07 Nov 17 - No Cached
  • two essential design practices: changing your point of view and prototyping
  • To get started with prototyping, come up with the smallest possible experiment to see if you’re on the right track and avoid the tyranny of the rollout.
Jim Tiffin Jr

STEM school takes shape in downtown Alpharetta | Alpharetta-Roswell Herald | northfulto... - 0 views

www.northfulton.com/...4f-11e8-96b1-0bfa5c64e953.html

MVIFI in the News

shared by Jim Tiffin Jr on 15 Sep 18 - No Cached
  • This month Fulton Schools staff will visit Mount Vernon Presbyterian School in Atlanta to observe the school’s Mount Vernon Institute of Innovation – considered the leading design thinking K-12 school in the nation.
  • Jim Tiffin Jr on 15 Sep 18
     
    Article about the new STEM school being built in downtown Alpharetta, GA. It will have an emphasis on design thinking, and will seek out the help of MVPS and MVIFI to make it happen.
Bo Adams

Re-Designing American High Schools for the 21st Century | Stanford Social Innovation Re... - 0 views

ssir.org/...h_schools_for_the_21st_century

wayfinder d.school School Change redesign #MustRead #mvifishares

shared by Bo Adams on 06 Aug 16 - No Cached
  • Bo Adams on 06 Aug 16
     
    HT Education Reimagined, Pioneering Issue #17
Bo Adams

The Marriage of Formal & Informal Learning - 1 views

www.cognitiveadvisors.com/...ge-of-formal-informal-learning

assessment Badges microcredentialing LRS #MustRead Learning learning analytics dashboards

shared by Bo Adams on 01 Aug 15 - No Cached
  • important that integration of formal and informal learning have champions
  • Web 2.0 technology is a key enabler for this marriage
  • Technological tools and leadership support alone will not be enough to make the marriage of informal and formal learning work. The shared values, beliefs, mental models, habits, and behaviors of the workforce in an organization – its culture is key.
  • ...11 more annotations...
  • How do people feel about knowledge – is it power to be hoarded, or a gift to be shared?
  • The two key advantages of informal learning are that it happens at the point of need and what is learned is usually applied right away.
  • In the cooperative model, the learning and development group can shift from being the producer of content to being the guide, initiator, facilitator, and coach.
  • Based on alignment with agreed upon organizational and learning goals, the learner takes responsibility for his or her own learning – with the support and guidance of the organization.
  • People who are not used to working in a learning organization culture, where cooperative learning within communities of practice is the norm, need the knowhow and a new mindset regarding learning to cooperatively in the workplace.
  • The positive is that this incidental learning doesn’t take people away from the work. The disadvantage is that when they are so caught up in doing, people often miss an important ingredient for learning: reflection.
  • The combination of structured and incidental learning can give us intentional learning.
  • The key to solidifying this learning is reflection.
  • David Kolb, wrote about a model of experiential learning consisting of the following cycle: action, observation, reflection, concept formation, and back to action.
  • Morgan McCall and George Hollenbeck asked managers to stop once a week and answer just two simple questions, “What did you do last week?” and “What did you learn from it?” They found that this simple process of reflection enabled the managers learn from their experiences and to change the way they managed.
  • integration of formal and informal learning can create a virtuous cycle that leads not only to increased productivity but to the real innovation that is necessary for long term success in a dynamic marketplace.
Bo Adams

A strategy for thriving in uncertainty - Bain Brief - Bain & Company - 0 views

www.bain.com/...r-thriving-in-uncertainty.aspx

strategy uncertainty innovation #MustRead

shared by Bo Adams on 21 Jan 16 - No Cached
  • Bo Adams on 21 Jan 16
     
    HT Brett Jacobsen Very valuable read for thinking about one's own company/school strategy, as well as frameworks for helping and consulting others. 
T.J. Edwards

Human-Centered, Systems-Minded Design | Stanford Social Innovation Review - 1 views

ssir.org/...centered_systems_minded_design

#mvifishares systems designthinking

shared by T.J. Edwards on 20 Mar 18 - No Cached
  • T.J. Edwards on 20 Mar 18
     
    Using human centered design and systems thinking to redesign "subs" experience in schools
Jim Tiffin Jr

Your Team Is Brainstorming All Wrong - 2 views

hbr.org/...eam-is-brainstorming-all-wrong

brainstorming HBR article ideas designthinking 6-3-5 technique research facilitation #LiquidNetworkSpill fromTwitter fromKevinMoore innovation

shared by Jim Tiffin Jr on 28 May 17 - No Cached
  • demonstrate that groups that use Osborn’s rules of brainstorming come up with fewer ideas (and fewer good ideas) than the individuals would have developed alone.
  • There are several reasons for this productivity loss, as academics call it. For one, when people work together, their ideas tend to converge. As soon as one person throws out an idea, it affects the memory of everyone in the group and makes them think a bit more similarly about the problem than they did before. In contrast, when people work alone, they tend to diverge in their thinking, because everyone takes a slightly different path to thinking about the problem.
  • Early in creative acts it’s important to diverge, that is, to think about what you are doing in as many ways as possible. Later, you want to converge on a small number of paths to follow in more detail.
  • ...8 more annotations...
  • Many techniques use a structure like this. For example, in the 6-3-5 method, six people sit around a table and write down three ideas. They pass their stack of ideas to the person on their right, who builds on them. This passing is done five times, until everyone has had the chance to build on each of the ideas. Afterward, the group can get together to evaluate the ideas generated.
    • Jim Tiffin Jr
      Jim Tiffin Jr on 28 May 17
       
      The 6-3-5 technique summarized.
  • allow individual work during divergent phases of creativity and group work during convergent phases.
    • Jim Tiffin Jr
      Jim Tiffin Jr on 28 May 17
       
      Here is the key to the most productive brainstorming techniques.
  • First, it’s hard for people to describe spatial relationships, so any solution that requires a spatial layout is better described with pictures than with words. Second, a large amount of the brain is devoted to visual processing, so sketching and interpreting drawings increases the involvement of those brain regions in idea generation. Third, it is often difficult to describe processes purely in words, so diagrams are helpful.
  • It’s important that groups have time to explore enough ideas that they can consider more than just the first few possibilities that people generate.
  • Many brainstorming sessions involve people talking about solutions. That biases people toward solutions that are easy to talk about. It may also lead to solutions that are abstract and may never work in practice.
  • a combination of drawing and writing is ideal for generating creative solutions to problems
  • t is often important to spend time agreeing on the problem to be solved. A whole round of divergence and convergence on the problem statement can be done before giving people a chance to suggest solutions. 
    • Jim Tiffin Jr
      Jim Tiffin Jr on 28 May 17
       
      Wonder if there is a place for this in our HMW work?
  • To develop stronger ideas, you need to manage the conversation so that the team doesn’t converge on a solution before everyone hears what others are thinking.
  • Jim Tiffin Jr on 28 May 17
     
    "Early in creative acts it's important to diverge, that is to think about what you are doing in as many ways as possible. Later, you want to converge on a small number of paths to follow in more detail."
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