Keeping pace with the hockey stick curve of exponential change requires being deliberate about evolving as a leader.
New Normal Leader - Radar Journal - 0 views
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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.
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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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Creating an innovation culture | McKinsey & Company - 1 views
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we’re also seeing a renaissance of something decidedly traditional: the corporate R&D department.
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We all need mechanisms and a culture that encourage the embrace of new technologies, kindle the passion for knowledge, and ease barriers to creativity and serendipitous advances
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Scientists should stick to two projects—having only one can be boring; having three can overextend you.
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ChangeLeaders Community - 0 views
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How often do you see learners being ‘blamed’ for not understanding a challenging idea or concept, rather than that being a reflection on the teaching? To what extent is the learning architecture of our schools, the grading, grouping, and scheduling really allowing our students to learn most deeply and powerfully?
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The reality is that today’s schools were simply never designed to change proactively and deeply —they were built for discipline and efficiency, enforced through hierarchy and routinization.
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It comes down to reframing our understanding of schools as learning organizations.
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The Power of Hidden Teams - 0 views
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the most powerful factor was simply whether or not respondents reported doing most of their work on a team. Those who did were more than twice as likely to be fully engaged as those who said they did most of their work alone. The local, ground-level experience of work — the people they worked with and their interactions with them — trumped everything else.
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The team is the reality of your experience at work.
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The quality of this team experience is the quality of your work experience.
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