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Bo Adams

New Normal Leader - Radar Journal - 0 views

www.radarjournal.com/new-normal-leader

leader radar leadership newnormal #MustRead #MVIFIshares change

shared by Bo Adams on 15 May 16 - No Cached
  • Keeping pace with the hockey stick curve of exponential change requires being deliberate about evolving as a leader.
  • Too many leaders — both at the top and across organizations — are taking a linear perspective that focuses on small incremental gains, often achieved by squeezing harder on what they already know. The problem is that, in a world of exponential change, a linear path is an exit ramp.
  • RADAR believes that “new normal” captures the emerging truth that change and volatility will continue to accelerate and intensify. Equally important, we believe many leaders have been led to think that new normal means things will level out again, and that there will once again be stable times they can get their arms around.
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  • Transforming from normal to new normal leadership is the single most important variable in sustainable success.
  • transforming how you lead is difficult because leadership has become, more than ever, a team sport. A leadership team’s ability to become more adaptive requires not just individual change, but collective and coordinated change.
  • Something makes us think that greater speed should require more intense focus on the road immediately in front of us. In reality, it is exactly the opposite.
  • The most powerful and dramatic shift you can make toward new normal leadership is to reset your and your team’s perspective, to follow the racer’s rule of thumb and look out of the top 1/3 of the windshield. Like in racing, focusing farther ahead is the key not only to speed, but also to both seeing greater possibility and avoiding potentiallydeadly disruptions.
  • What stands out most about how this team works is the time commitment they make to developing and maintaining up-and-out perspective.
  • “Perspective is worth 80IQ points.”
  • However, managing speed requires more than perspective. Leaders also need to develop alignment.
  • In organizations, alignment is what makes foresight an accelerant.
  • Resetting perspective is the most powerful evolutionary step you and your team can make toward new normal leadership.
  • With strategy, sensemaking pushes leaders back into the role of explorer rather than just decider.
  • With leadership development, sensemaking forces leaders to teach high potentials how to learn, rather than what they know.
  • Sensemaking — especially when approached as a team with a goal of producing aligned foresight — gives an organization one of the most remarkable assets imaginable: clarity of possibility.
Meghan Cureton

5 Mindsets to Bring Positive Change Across Society - 1 views

singularityhub.com/...5-mindsets-for-human-progress

#MustRead transformation mindset idiploma

shared by Meghan Cureton on 21 Sep 17 - No Cached
  • Stimulating positive change at civilization level also requires certain mindsets and ways of thinking.
  • Here are five mindsets that will allow us to leave a positive mark on humanity. Curiosity and Critical Thinking
  • It is by channeling a child-like sense of awe about the world that we can truly imagine something even better. That can be coupled with questioning how we do things in today’s world instead of accepting them as they are.
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  • Asking questions—and asking good ones—is the foundation of critical thinking.
  • It takes powerful curiosity, critical thinking, and imagination to envision radical alternatives to how we do things in today’s world and then be inspired to execute them.
  • Intelligent Optimism
  • being optimistic about the future based on reason and evidence.
  • How can our youth grow up believing they can have a positive impact on the world if the news is suggesting otherwise?
  • Risk-taking
  • being a strategic risk-taker is a valuable lifelong skill of its own.
  • embracing uncertainty, stepping out of one’s comfort zone, and doing something that fulfills your life or company’s grand mission
  • embracing failure and re-defining failed attempts as temporary setbacks
  • Moonshot Thinking
  • Moonshot thinking allows for radical, daring, and disruptive ideas as opposed to incremental improvements
  • Cosmic Perspective
  • Having a cosmic perspective shifts the ambitions and priorities we set for ourselves to those that matter from a grand perspective. As a species, we become more purpose-driven.
  • It’s all about having a positive impact on the world
  • It’s not just about creating a product or generating profits, but also about solving a problem and having a positive impact on human lives.
  • It’s about asking the right questions, being intelligently optimistic about the future, taking a risk with a moonshot, and maintaining a cosmic perspective.
Bo Adams

In the Shoes of a Teacher: A Real-Time DEEP dive into Empathy for a School Leader | The... - 0 views

awkytle.wordpress.com/...to-empathy-for-a-school-leader

empathy leadership teacher education reflection #MustRead learning teacher

shared by Bo Adams on 09 Jul 15 - No Cached
  • Bo Adams on 09 Jul 15
     
    A fabulous reflection from an inspired and inspiring educator who demonstrates profound perspective consciousness and empathy through walking in several different kinds of shoes. 
Bo Adams

How Teachers Are Changing Grading Practices With an Eye on Equity | MindShift | KQED News - 0 views

www.kqed.org/...ractices-with-an-eye-on-equity

grading assessment equity

shared by Bo Adams on 20 Mar 19 - No Cached
  • experiences students have in each teacher’s class can be vastly different
    • Bo Adams
      Bo Adams on 20 Mar 19
       
      I am so curious how the US faculty discussion of this article will go. This paragraph made me pause because I wonder if teachers actually care that much that their grading policies are different than another teacher's policies. Do they look at it from a student's perspective? Or from a learning coherence perspective?
  • Grades, then, become a behavior management tool, a motivational tool, and sometimes an indication of mastery too.
  • common practice of averaging grades
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  • retakes
  • extra credit
  • enter the best score
  • behavioral things
  • group work
  • 0-100 scale
  • “zero”
  • 0-4 scale,
Trey Boden

9 Research-Backed Ways to Spark Your Creativity - Michael Hyatt - 0 views

michaelhyatt.com/spark-creativity.html

#mvifishares

shared by Trey Boden on 27 Apr 16 - No Cached
  • Create distance. Usually, the more we work on a problem, the closer we get to it. But distance gives us an beneficial change in perspective.
  • Stay upbeat. No. 4 relates back to No. 3. It’s impossible to play in a bad mood, and it turns out researchers find people are better at solving problems when they’re upbeat and positive.
  • The right constraints can clear our heads and challenge us to work with our available resources.
Jim Tiffin Jr

Reflection: The possible, essential work of redesigning the High-School Experience - Th... - 0 views

whiteboard.stanford.edu/...rqi0zyaahsg3ric6cz5hq91f0fuplb

d.school story fromTwitter redesign Protopalooza student perspective Whiteboard reflection

shared by Jim Tiffin Jr on 23 Jul 15 - No Cached
  • Jim Tiffin Jr on 23 Jul 15
     
    Reflection of a student's participation in the d.school's Protopalooza in which the redesign of high school was the topic. She shares valuable takeaways from the experience, particularly around the ideas of prototyping and expanding the ways in which she views learning can occur...beyond what her previous educational experiences had lead her to believe.
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.
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  • 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
Meghan Cureton

Kids, Would You Please Start Fighting? - The New York Times - 0 views

www.nytimes.com/...you-please-start-fighting.html

shared by Meghan Cureton on 04 Nov 17 - No Cached
  • The skill to get hot without getting mad — to have a good argument that doesn’t become personal — is critical in life.
  • Yet if kids never get exposed to disagreement, we’ll end up limiting their creativity.
  • Our legal system is based on the idea that arguments are necessary for justice. For our society to remain free and open, kids need to learn the value of open disagreement.
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  • Witnessing arguments — and participating in them — helps us grow a thicker skin.
  • If no one ever argues, you’re not likely to give up on old ways of doing things, let alone try new ones. Disagreement is the antidote to groupthink. We’re at our most imaginative when we’re out of sync. There’s no better time than childhood to learn how to dish it out — and to take it.
  • They discover that no authority has a monopoly on truth. They become more tolerant of ambiguity. Rather than conforming to others’ opinions, they come to rely on their own independent judgment.
  • Instead of trying to prevent arguments, we should be modeling courteous conflict and teaching kids how to have healthy disagreements. We can start with four rules:• Frame it as a debate, rather than a conflict.• Argue as if you’re right but listen as if you’re wrong. 30 Comments • Make the most respectful interpretation of the other person’s perspective.• Acknowledge where you agree with your critics and what you’ve learned from them.
  • If kids don’t learn to wobble, they never learn to walk; they end up standing still.
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.
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