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without the capacity to execute an idea — to take an idea and turn it into a living, breathing, viable organization — you’re doomed to fail.

In the end, most people equate entrepreneurship with ideas. But for many, the real entrepreneurship happens internally — with the process of stepping up, having courage, and doing things that you never thought you’d be able to do. By flexing your behavior and learning to act outside your comfort zone, you’ll be well on your way toward achieving your goals.

No organization understands volatility and disruption better than the U.S. military. This is why the Army disrupted its own planning methodology, the Field Manual, to include design thinking in order to help leaders develop adaptive thinking, alternative operation plans, and increased agility in a landscape of fast-changing, increasingly complex conflicts.

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.

bringing human-centered design to education, government, healthcare — the sectors that need it most — requires a few important culture shifts:1. We need to bust out of siloed design practices.2. We need to develop ever-broader capacities, taking an interdisciplinary, deeply collaborative approach.

We turn our own questions on ourselves: What if we could help design education that readies today’s kids for the technologically enhanced (and challenged) environment they’ll grow up into? While we’re at it, what if we could then start addressing the very policy that shapes those educational institutions? That kind of moonshot systems thinking requires both agility and scale — it requires networked organizations and creative collectives. It requires designers who never stand still.

when individuals with their own aspirations and talents come together to build upon each other’s work and drive toward a greater goal, we can gain traction on much bigger challenges — and find new ways forward.

Significantly, participants all came to align behind a single vision statement — and now they are actively communicating and advancing that vision nationwide through their organizations and networks. They host meetings with educational networks, superintendents, principals, teachers and philanthropists, reach out to libraries, museums and after-school programs, and identify and connect pioneers in learner-centered education.

Convergence staff and facilitators work to create a “safe space,” maintaining a strict neutrality and ensuring that everyone feels heard, says Fersh. It’s important that participants “feel they’re not in a place that’s already cooked or leaning toward any solutions.”

Convergence staff members look continually for opportunities to forge connections among participants. They begin meetings with “connecting” questions — for example: “When did you know that education was of great importance to you?” — that are designed to reveal people’s values and experiences, rather than highlight their disagreements. The objective is not to sweep differences under the rug, but to build rapport that a group needs to grapple effectively with its differences.

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.