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Enrique Rubio Royo

Performance.Learning.Productivity Blog: In a Complex World, Continuous Learning and Sim... - 1 views

charles-jennings.blogspot.com/...world-continuous-learning.html

eaprendiz ecompetencias aprender_en_red complejidad adaptabilidad meta_aprendizaje work_smart ecologia_aprendizaje plwe pkm ppm plm

shared by Enrique Rubio Royo on 16 Oct 11 - No Cached
  • to ensure your organisation develops a continuous learning culture
    • Enrique Rubio Royo
      Enrique Rubio Royo on 16 Oct 11
       
      Desde nuestro punto de vista... para asegurarnos de que nuestra ORG desarrolla una cultura de aprendizaje continuo, es crítico ayudar a desarrollar habilidades de 'Aprendizaje autogestionado' (perfil eAprendiz), ayudar a la fuerza de trabajo para que mejore su meta-aprendizaje (aprender a aprender, y en particular en la RED ).
  • The Lessons
    • Enrique Rubio Royo
      Enrique Rubio Royo on 16 Oct 11
       
      Lecciones aprendidas del caso de las'sub-prime' y las consecuencias acaecidas: 1.- En entornos complejos, el Aprendizaje autodirigido, autogestionado, NO es opcional, es absolútamente esencial. 2.- En un mundo en cambio contínuo (en el que lo que es cierto hoy puede que mañana no lo sea)... en entornoss dinámicos, el Aprendizaje Contínuo, permanente, es la mejor herramienta disponible 3.- La Reflexión y el Pensamiento Crítico ('out-of-the-box') son esenciales para ayudar a 'focalizar' dicho Aprendizaje Contínuo.
  • core continuous learning skills
  • ...34 more annotations...
  • skills
  • skills
  • skills
  • skills
  • skills
  • skills
  • Effective search and 'find'
  • Critical thinking
  • Creative thinking
  • Analytical
  • Networking
  • People
  • Logic
  • A solid understanding of research methodology
  • first step
  • changing our mind-set from one that sees learning as a series of events to one that acknowledges learning is a continuous process that happens at any time, anywhere
    • Enrique Rubio Royo
      Enrique Rubio Royo on 16 Oct 11
       
      1er paso.- cambiar nuestra mentalidad de pensar que el Aprendizaje es una serie de eventos a pensar que el A es un proceso contínuo que sucede en cualquier instante y en cualquier lugar 2º paso.- cambiar el modo en que trabajamos, y creamos entornos (ecologias de aprendizaje) que proporcionen funcionalidades y tecnologías a los Kworkers (eAprendices)de modo que puedan hacer su trabajo de una manera mas inteligente ('smart work'), incorporando el A en su actividad diaria ('workflow learning').
  • We know that learning doesn’t just happen in controlled and structured environments but that most learning is embedded in the flow of work.
    • Enrique Rubio Royo
      Enrique Rubio Royo on 16 Oct 11
       
      Aprendizaje en el puesto de trabajo o Aprendizaje Informal
  • second step
  • changing the way we work, and create environments that provide tools and support to workers so they can do their jobs better through bringing learning into their work.
  • In a Complex World, Continuous Learning and Simple Truths Prevail
  • the sub-prime bubble and the resulting global financial crisis
  • in complex environments self-directed learning is not optional, it’s absolutely essential.
  • Continuous learning is the best tool available in dynamic environments
  • other ‘core skills’
  • we can learn from this story
  • reflection and critical ‘out-of-the-box’ thinking are are essential to help direct the focus of continuous learning.
  • to help the development of self-directed learning skills
  • Help your workforce
  • improve its meta-learning
  • These meta-learning skills don’t live in isolation. They live with
  • The most important single thing you can do
  • continuous learning is the only sustainable asset in a world of constant change
  • no matter how smart you are, you still needed to carry on learning.
  • learning, unlearning and re-learning
  • Enrique Rubio Royo on 16 Oct 11
     
    Artículo que se alinea perfectamente con uestra propuesta de eAprendiz, como estrategia de adecuación personal a un nuevo entorno en red, expandido y complejo. En nuestro caso, además de los dos pasos finales que propone (1.- cambiar nuestra mentalidad a la hora de contemplar el A como un proceso autogestionado y permanente; y 2.- cambiar el modo en que trabajamos (smart work), proporcionando un espacio o ecología de aprendizaje (PLN, PLWE, ID, curacion contenidos, PKM,PLM,PPM, eCompetencias, ePortfolio, mi base de K personal). A estos dos pasos, y como paso previo cualitativo, es el considerar el Aprendizaje como estrategia de adaptabilidad permanente a un entorno cambiante. Comparar nuestras eCompetencias con las que aquí se proponen.
Enrique Rubio Royo

Essential Skills for 21st Century Survival: Part 2: Environmental Scanning « ... - 0 views

emergentbydesign.com/...-part-2-environmental-scanning

skills entorno escanning escanear pkm analisis_entorno evision einfo

shared by Enrique Rubio Royo on 13 Apr 10 - Cached
  • Environmental Scanning
  • Traditionally, environmental scanning is explained within a business context as a strategic approach to acquiring information in order to stay current on events, emerging trends, and external factors that could influence or impact an organization.
  • Why is it important?
  • ...2 more annotations...
  • if pattern recognition is a skill that leads to better decision making, environmental scanning is a process to help detect patterns.
  • he world is becoming more fully interdependent, and it’s not enough to only pay attention to one’s own field or industry anymore. The more comprehensive an understanding you can get of the “big picture,” the better position you’ll be in to anticipate and adapt to change, keeping you or your organization competitive.
Enrique Rubio Royo

Harold Jarche - 0 views

www.jarche.com

elearner eaprende jarche harold_Jarche critical_thinking ecompetencias

shared by Enrique Rubio Royo on 30 Mar 10 - Cached
  • Even the mainstream training field is realizing that reduced layers of bureaucracy mean decision-making gets pushed down the organization chart. This
  • is the message of the AMA in the promotional video – Critical Thinking: Not just a C-suite skill.  However, wirearchy takes this one important step further by advocating a two-way flow of power and authority. In both cases, the need for critical thinking is evident.
  • A personal knowledge management process can help to develop critical thinking skills, where sense-making includes observing, studying, challenging (especially one’s assumptions), and evaluating. Developing these skills takes practice, appropriate feedback and an environment that supports critical thinking.
  • ...15 more annotations...
  • Several web tools can be used to develop critical thinking skills; the foundation of PKM:
  • Wirearchy as the organizational framework, coupled with active personal knowledge management processes, is a step in that direction
  • how important an open source framework is as we move more of our computing to the cloud
  • issues on how Ning treats its customers, users and their data.
  • While Ning may be free, it is not open source, and the company can make changes at will, just like Facebook, Google or Twitter may do.
  • I advise my clients that they should consider how important their data is to them before using software as a service (SaaS). Can the data be easily exported? With social bookmarks, it is easy to export and import OPML files from one platform to another. It is also simple to export from WordPress.com SaaS to your own open source hosted version
  • With Ning, Facebook and many others, there is no such export function
  • So what is the alternative to Ning?
  • For large enterprise projects I have used Drupal as a community management platform and it works well, though it requires solid technical support.
  • Elgg, an open source social networking platform that attracted me because of its unique underlying mode
  • The key differentiator of Elgg is that the individual is the centre of all the action
  • This is real user control
  • The Elgg platform has matured in the past six years and has a strong community and a solid product (v. 1.7).
  • One major advantage of Elgg will be the ability to take your data and have it hosted elsewhere.
  • Supporting communities like Elgg and Drupal means that we can have more control over our use of web technologies. As business and education move to the web and the cloud, open-source platforms will help to ensure that some corporate board doesn’t decide our future for us.
Enrique Rubio Royo

Complexity Science in Human Terms: A Relational Model of Business - 0 views

www.harvest-associates.com/...human.html

SCAs ACS ORG2.0 complejidad howto business2.0

shared by Enrique Rubio Royo on 23 Oct 11 - No Cached
  • It�s amazing how far we have been able to take the linear model for understanding the world, both in science and in business. But in the new connected economy, the limitations of the mechanistic model are becoming starkly apparent and
    • Enrique Rubio Royo
      Enrique Rubio Royo on 24 Oct 11
       
      Es increíble lo lejos que hemos podido llevar el modelo lineal para entender el mundo, tanto en la ciencia como en los negocios. Pero en la nueva economía conectada, las limitaciones del modelo mecanicista y la necesidad de una nueva forma de pensar, son cada vez mas evidentes.
  • Changing Landscapes
  • Enter Complexity Science
  • ...297 more annotations...
  • The science is still in its infancy
  • The realization that much of the world dances to nonlinear tunes has given birth to the new science of complexity, whose midwife was the power of modern computation which for the first time allows complex processes to be studied
  • complex adaptive system
  • The avenue most relevant to understanding organizational dynamics within companies and the web of economic activity among them is the study of
    • Enrique Rubio Royo
      Enrique Rubio Royo on 23 Oct 11
       
      La vía más relevante para la comprensión de la dinámica organizacional en las empresas y la actividad económica web es el estudio de los sistemas adaptativos complejos
  • complex adaptive systems are composed of a diversity of agents that interact with each other, mutually affect each other, and in so doing generate novel behavior for the system as a whole
  • But the pattern of behavior we see in these systems is not constant
  • the system is constantly adapting to the conditions around it. Over time, the system evolves through ceaseless adaptation
    • Enrique Rubio Royo
      Enrique Rubio Royo on 23 Oct 11
       
      el sistema se adapta constantemente a las condiciones que le rodean. Con el tiempo, el sistema evoluciona a través de la adaptación incesante
  • Complexity scientists are learning about these dynamics of complex systems principally through computer models, but also through observation of the natural world
  • Complex adaptive systems are
  • ecosystems
  • business organizations are also complex adaptive systems
  • fundamental processes and characteristics of complex adaptive system
  • by understanding the characteristics of complex adaptive systems in general, we can find a way to understand and work with the deep nature, that is, the fundamental processes, of organizations
  • constant innovation
  • constantly adapting
  • continual evolution
  • if they are to survive
  • companies in a fast-changing business environment need to be able to produce
  • Thus if companies are to work with change optimally, they are better able to do so if they understand their organizations as complex adaptive systems and the processes that underline these systems.
    • Enrique Rubio Royo
      Enrique Rubio Royo on 23 Oct 11
       
      Así, si las empresas pretenden trabajar de forma óptima en un entorno cambiante, estarán mejor capacitados para hacerlo si comprenden sus organizaciones como sistemas complejos adaptativos , así como los procesos que caracterizan dischos sistemas.
  • requires a different mind
  • complex and largely unpredictabl
  • Because the dynamics of complex adaptive systems are
  • more organic than mechanistic
  • Managers and executives cannot control their organizations to the degree that the mechanistic perspective implies; but they can influence where their company is going, and how it evolves
  • understanding that businesses are like living organisms
  • and tend to fluctuate between different states
  • zone of creative adaptability
  • from static to chaotic, with the edge of chaos, or the
    • Enrique Rubio Royo
      Enrique Rubio Royo on 23 Oct 11
       
      Niveles de complejidad
  • a chaotic state
  • a static state
  • and the zone of creative adaptability,
  • the place to be when innovation is necessary.
  • complex adaptive systems are
  • dynamic
  • diversity
  • with abundant connections
  • something new will emerge
  • will build towards a critical mass from which
  • small changes can have a big effect
  • multiple experimentation on small scales
  • which means that
  • is the most productive way and offers the greatest potential for creating big changes in an organization
  • the rules of the business game have changed. Indeed, the game itself has changed.
  • A Naturalistic Study of Business as Complex Adaptive Systems
  • a naturalistic study, which involved interviewing people
  • We were interested in companies that were following principles from the new science of complexity in running their business
  • using complexity principles
  • We found these organizations mostly by word of mouth.
  • Companies whose management is guided by principles of complexity science are
  • organizationally flat
  • diversity
  • promote
  • open and plentiful communication
  • these properties enhance a system�s capacity for adaptability
  • The companies we chose for our study therefore shared the properties of being organizationally flat and having rich, open communication
  • But we had no idea what our study would find in the realm o
  • organizational dynamics, of management style, and people�s work experience.
  • Relationships: A New Bottom Line
  • In a nonlinear, dynamic world, everything exists only in relationship to everything else, and the interactions among agents in the system lead to complex, unpredictable outcomes.
  • In a linear world, things may exist independently of each other, and when they interact, they do so in simple, predictable ways.
  • agents interact, and when they have a mutual affect on one another something novel emerges
  • Anything that enhances these interactions will enhance
  • the potential creativity and adaptability of the system
  • agents as people
  • mutuality
  • relationships that are grounded in a sense of
  • We know from complexity science that
  • interactions and connections among agents of a system are the source of novelty, creativity, and adaptability
  • relationships are the organizing principle in businesses as complex adaptive systems.
  • In this way
  • the power of relationships
  • positive relationships
  • positive relationships
  • e weak
  • poor flow of information, limiting feedback loops and thus adaptability
  • a more robust, adaptive system.
  • Open and prolific communication
  • context of genuine care
  • task of caring for their employees seriously, and this manifested itself as people caring about their work, caring for fellow workers, caring for the organization and its shared purpose, caring about their community
  • the power of caring and connected relationships for creating constructive change
  • we are talking about genuine relationships based a sense of care and connection.
  • By attending to the quality of relationships,
  • the non-linear processes of the organization
  • a new way of working
  • by self-organizing around the most immediate problems
  • people�s desire to contribute and their need to belong
  • accommodating people more in terms of their interests and skills.
  • people felt more personally fulfilled
  • "a potential in everyone to get excited about what they do at work."
  • it was the strength of these caring and connected relationships that provided
  • an ethical foundation and continuity for people during difficult times of flux, unpredictability, and change
  • it was the strength of these caring and connected relationships that provided
  • A Community of Care and Connection
  • complex adaptive systems generate emergent, creative order and adapt to changes in their environment, through simple interactions among their agents
  • what kind of culture emerges
  • has everything to do with
  • in business, how we interact and the kind of relationships we form has everything to do with
  • the emergence of creativity, productivity, and innovation in the workplace.
  • In turn
  • a feedback loop
  • Similarly in business,
  • the culture that emerges in a company will influence people�s behavior
  • There is a constant interplay between people�s behavior and the emergent culture, a dynamic feedback loop.
  • a sense of community, guided by shared values and a shared purpose, helped the organization to be more adaptable
  • People said that when they felt part of a community they were more willing to be flexible and adapt, which in turn, made their organizations more flexible and adaptable
  • organizational dynamics
  • levels of relationships that created a web of interdependence
  • interdependence
  • levels of relationships
  • a web of
  • relationships between individuals
  • among and within teams
  • with other companies
  • relationship to the natural environment.
  • within and outside the organization.
  • the source of creativity and adaptability
  • , to the CEO who embodied the organization�s purpose and values
  • in business
  • a new theory of business
  • the quality of these relationships
  • as a means towards business success
  • a new understanding of what organizations are and how they work, informed by the science of complexity
  • A relational view of business
  • we are an ecosystem of different relationships."
  • Business is bigger than your own organization..
  • a linear structure of hierarchy and bureaucracy, which impedes agility and flexibility,
  • Most organizations
  • The most effective way to change a linear structure to a nonlinear process is
  • to attend to the nonlinear world of relationships
  • Feedback loops
  • relationships need to feed into those loops
  • the root of organizational problems is often "abysmal relationships
  • it was strong, positive relationships that maintained his global organization at a high level of a creativity and adaptability.
  • design for working with nonlinear processes
  • effort to deliberately change the hierarchy and structure
  • from which a new structure could and did emerge
  • in a spirit of mutuality and experimentation,
  • a new way of working emerged and the organizations evolved from there
  • Each company had its own distinct way of working with nonlinear processes
  • Companies have to find their own way by working organically with their people, their collaborators, and their competitots; that is, working with where they are, rather than imposing plans of where you might want them to be.
  • Complexity and a human-centered approach to management
  • management practice guided by complexity science will focus on
  • relationships that leads to a very human orientation of the workplace
  • human-centered approaches in management
  • For more than half a century, there has been a constant battle between human-oriented management and scientific, or mechanistic, management, with the latter prevailing.
  • But it is only now, and for the first time, that there is a science behind the human-oriented approach
  • With complexity science, we have a human-oriented management practice emerging from science, a novelty.
  • Peter Seng
  • notes that the prevailing mechanistic model of business encourages managers to see people as machines, not as people
  • knowledge-based economy
  • when people are treated as replaceable parts, as objects to control, are taught to be compliant, are used as fuel for the existing system�inevitably the organization will be fraught with frustration, anger, and isolation, which ultimately is detrimental to the business.
  • managers focus exclusively on producing goods and services and forget that the organization is a community of human beings
  • if people are treated as machines, not as people, they are unlikely to give loyalty and trust and they will not give of their best.
  • "When an organization loses its shared vision and principles, its sense of community, it is already in a process of decay and dissolution even though it may linger with the outward appearance of success for some time
  • The companies we worked with, that engaged their organizations as complex adaptive systems, whether consciously or intuitively, were al
  • very successful in traditional bottom line terms, not despite being human-oriented, but rather
  • Management guided by the principles of complexity science
  • therefore
  • constitutes a style that is very human oriented in that it recognizes that relationships are the bottom line of business, and that creativity, culture, and productivity emerge from these interactions
  • And when those interactions are more connected and caring than not,
  • a sense of community emerges
  • increasing an organization�s potential adaptability.
  • A human-centered approach to management is not new
  • What is new is that the science of complexity gives a scientific foundation for a human-oriented management approach;
  • that is, it gives an explanation of why a human oriented management practice is successful, and a rationale for why to take this approach.
  • The complexity-guided style of management is hard to do,
  • especially for managers who seek safety in a command-and-control practice
  • It is hard even for those who embrace its principles
  • because the everyday urgency of business can make time spent interacting and nurturing relationships seem like a waste of time,
  • it requires strong interpersonal skills, and constant vigilance of one�s own behavior and the behavior of others
  • Emerging Patterns in Management Behavior
  • complex patterns are typically generated from a few simple rules of behavior for the individual agents in the system
  • There was for a long time the belief in science that complex order in the world was generated by complex processes.
  • Contrary to this belief, however, complexity scientists have discovered that
  • We saw common behaviors for sustaining constructive relationships within the organization
  • which generated
  • a different way of working and being
  • We saw particular ways of thinking and behaving
  • that cultivated conditions for a more adaptable system, from which a collective sense of connection and care emerged.
  • We call these
  • different ways of being in the workplace
  • paradoxical leadership
  • a way of leading change
  • emergent teams
  • relational practice
  • a way of working together that keeps organizations on the edge; and
  • a way of developing trust and loyalty through rich connections.
  • Paradoxical leadership
  • From a complexity perspective, paradoxes are not problematic
  • Instead paradoxes are indicative of being on the edge; paradoxes create a tension from which creative solutions emerge
  • All the leaders had come from a command and control tradition
  • They had come to recognize that they had limited control; that they depended and needed others to achieve their aims; and that they didn�t, nor should or could, have all the answers
  • This perspective expanded their style of leadership, rather than replaced it.
  • They didn�t manage people
  • They acted more as cultivators than managers.
  • Instead leaders cultivated conditions to increase positive connections in their organizations, and in their economic web, from which nonlinear results could emerge.
  • four common behaviors
  • that guided their leadership style and how they related others:
  • Allow
  • Accessible
  • Attuned
  • allowed things to unfold, allowed mistakes, and open experimentation
  • They gave a strong direction in terms of purpose and values, and then allowed people to find their own solutions according to these guidelines.
  • physically accessible to the people in the organization, to customers, to partners
  • Being accessible helped these leaders to have a finger on the pulse of the organization
  • Leaders were simultaneously aware of the organization as a whole and as a living organism--at the macro level, but also attuned to the interactive level; that is, the micro level of connections and disconnections within the organization.
  • Emergent Teams
  • emergent teams are self-organizing, self-selected, and self-governing
  • Rather than teams being imposed on workers
  • Emergent teams are a democratic approach to problem solving and opportunity seeking
  • People organize around tasks rather than positions
  • The manager�s task shifts from managing people to cultivating conditions for teams to emerge by
  • 2, cultivating an information-rich context,
  • 1, cultivating group relationships,
  • 3, cultivating connections
  • The emergent teams themselves had three characteristics
  • The purpose of emergent teams are primarily experimental
  • Relational Practice
  • Relational practice strives towards creating positive and rich connections that lends itself to
    • Enrique Rubio Royo
      Enrique Rubio Royo on 24 Oct 11
       
      Prácticas relacionales (de socialización) se esfuerzan hacia la creación de relaciones positivas y profusas que se prestan a fomentar la confianza y un sentido de comunidad. Hay cuatro formas de comportamiento en relación con los demás, pequeños gestos, que marcan una gran diferencia en el desarrollo de relaciones afectuosas y de conectividad.
  • building trust and a sense of community
  • Be authentic
    • Enrique Rubio Royo
      Enrique Rubio Royo on 24 Oct 11
       
      4 comportamientos en las relaciones con los demás que marcan una gran diferrencia a la hora de crear relaciones afectuosas: 1.- Ser auténtico- ser uno mismo es mas eficiente en el trabajo y cuesta menos, para uno mismo, llevarlo a la práctica 2.- Reconocer los méritos de los demás- apreciar a las personas por lo que son y por lo que hacen, enriquece las conexiones y el sentido de pertenencia. El reconocimiento a lo que hacen los demás, promueve lalealtad y el compromiso 3.- Rendir cuentas- desplaza la cultura de culpas/víctimas, y cuando las personas asumen su responsabilidad, puede facilitar la solución de situaciones difíciles y complejas 4.- Ser atento- tener u profundo y genuino interés hacia los demás, conociendo sus historias, y reconocinedo el valor d eescuchar, ayuda a crear sistemas robustos y bien informados
  • Acknowledge others
  • Be accountable
  • Be attentive
  • There were four ways of behaving in relationship to others
  • being authentic makes for greater efficiency at work�it takes less time and energy to be yourself. It is also a practice
  • appreciating people for who they are as well as what they do
  • , enriches connections and a sense of belonging. Acknowledging others promotes loyalty and commitment
  • being recognized as people by managers.
  • moves the culture out of a blame/victim cycle
  • when people take responsibility for themselves, it can simplify difficult and complex issues
  • Many aspects of these management practices
  • are already alive and well in organizations
  • a way of working with organizations as complex adaptive systems that is relationship- and human-centered
  • What we have done is
  • identify an intellectual framework for all these aspects of behavior collectively
  • into a coherent whole based on a scientific understanding of the dynamics of business organizations
  • the science of complexity
  • a scientific understanding of the deep nature of business organizations
  • It is not just tha
  • but rather,
  • the science shows us, that certain behaviors engage the dynamics of complex adaptive systems in a positive way
  • to contribute to the collective purpose of an organization
  • Complexity science validates a focus on human relationships
  • and in a sense, turns things inside out
  • interpersonal skills
  • What was once regarded as "soft,"
  • is actually "hard."
  • What was once regarded as a distraction and not work, that is cultivating relationships, is the nexus of business success.
  • the emergent understanding of our organizations as complex adaptive systems in human terms
  • new business environment
  • to bring complexity to the business world,
  • In the connected economy of the twenty-first century, management cannot afford to try to succeed with management methods that were developed in a different age and for a different type of business environment
  • complexity-guided management
  • doesn�t just toss out traditional mechanistic management models, but rather encompasses and expands them
  • the principles of complexity science add to a deeper understanding of the dynamics of business organizations
  • however, we would argue that
  • the experience of working with organizations as complex adaptive systems has advanced the science in a way, too; that is, in the human dimension.
  • Science, by tradition anyway, needs to be analytical
  • which is why scientists often choose to work with simple systems
  • computer simulation models
  • such as, in the complexity realm
  • Human social systems
  • including the business environment
  • are far more complex than computer models
  • seeing organizations through new eyes
  • The science
  • intuition
  • But management no longer need constantly to seek the validation of the science for each new way we might fee
  • through
  • is right to work with organizations as complex adaptive systems
  • We cannot describe organizational behavior with the rigor that complexity scientists
  • But we can now claim to have a deeper sense of organizations
  • as complex adaptive system
  • Organizations have found, and are finding
  • new ways of working with nonlinear processes
  • that have led to bottom line success
  • twenty-first century
  • we are experiencing unprecedented structural shifts in our economy brought about by the revolutions in computation and communication technologies
  • the connected economy-
  • A new kind of economy is emerging
  • a shift that rivals the onset of the Industrial Revolution
  • Where once companies felt themselves to be the master�s of their own destiny,
  • in a connected economy, companies find themselves as interdependent players
  • The change is not only real, but it is also accelerating, driven by rapid technological innovation, the globalization of business, and, not the least of it, the arrival of the Internet
  • the new domain of Internet commerce
  • Consequently, business leaders are preoccupied with change itself�how to generate it, how to respond to it, how to avoid being overcome by it.
  • During these changing times
  • leaders and managers are finding
  • many of their background assumptions and time-honored business models inadequate
  • Tayloresque mechanistic model of their world,
  • linear thinking, control, and predictability
  • Where managers once operated with a
  • they now find themselves struggling with something more
  • nonlinear, where limited control and a restricted ability to predict
  • are the order of the day
  • Consequently, many managers and executive professionals are
Enrique Rubio Royo

Personal Branding 101 - 0 views

personalbranding101.com

personal_branding online_profiles socialmedia_profile IdentidadDigital 101

shared by Enrique Rubio Royo on 26 Mar 10 - Cached
  • Enrique Rubio Royo on 26 Mar 10
     
    Personal Branding Philosophy The personal branding motto of this blog is simple: "Be You, Share You." I believe that these four simple words have a lot of meaning packed into them. The motto is only 4 words long, yet the word "you" appears twice - this is not by accident. If you only take one thing away from this blog, remember this: Your personal brand is yours, and only yours. In building your personal brand, you answer to no one but yourself. And this is a great thing! How empowering to be the President, CEO, CFO, and Marketing Director all at once. I also chose the word "share" very carefully. Sharing your knowledge, opinions, and skill set with others is a great way to build your personal brand without "promoting" yourself too aggressively. By helping others and sharing your best qualities in the process, you are indirectly selling yourself as a valuable resource. This process leads to the ultimate success in personal branding goal - creating a personal brand that truly represents you, and one that other people or companies simply cannot live without.
Enrique Rubio Royo

Learnlets » Formalizing informal learning? - 0 views

blog.learnlets.com/?p=1462

elearner eaprende aprender_en_red learning aprendizaje_informal workplace_learning

shared by Enrique Rubio Royo on 30 Mar 10 - Cached
  • The Entreprise Collaborative has a new question, asking whether we can formalize informal learning.  I have to say, I don’t get the question.  That is, I understand what they’re asking, and like the response they give, but I really think it’s the wrong question. To me, it’s not about formalizing informal learning so much as explicitly supporting it versus ignoring it. 
  • To me, it is more a matter of providing infrastructure to support informal learning, and facilitating informal learning as well.
  • When I talk about providing infrastructure, I’m talking about putting in place tools that can be used for informal learning. 
  • ...4 more annotations...
  • One is optimizing the tool use, and the other is facilitating the associated skills
  • the facilitation of that informal learning.  I see two roles.
  • The second role is to develop individual ability to use the tools for learning, both independently and socially.  To repeat a regular refrain, don’t assume the ability of learners to be effective self- and social-learners.  There are specific meta-cognitive skills that should be made explicit, promoted, and supported.
  • In the process of facilitating, you may find opportunities to add value by taking some information and formalizing it
Enrique Rubio Royo

Key Social Learning Roles « Daretoshare - 0 views

daretoshare.wordpress.com/...key-social-learning-roles

social-learning eaprende roles creacion_de_valor learning_comunities genea elearner einnova eprofesional

shared by Enrique Rubio Royo on 12 Apr 10 - Cached
  • Premise:  Learning communities or networks thrive because its members possess certain skills and capabilities.  Community members should be able to perform one or more of the five roles described in the table that follows
  • Role Role Description Key Skills and Capabilities
  • Consumer
  • ...6 more annotations...
  • Creator
  • Connector
  • Carrier
  • Caretaker
  • I would like to provide guidance to people who want to excel at one or more of the roles.
  • I am developing assessment tools to help people identify their gaps and opportunities across each of the roles.
Enrique Rubio Royo

The Five Habits of Highly Innovative Leaders « First Friday Book Synopsis - 0 views

ffbsccn.wordpress.com/...s-of-highly-innovative-leaders

innovacion leaders habits lideres habitos innovation bottom-up

shared by Enrique Rubio Royo on 13 Oct 11 - No Cached
  • The Innovators DNA
  • anyone can innovate if they follow the five skills of disruptive innovators.
  • the authors’ point is that
  • ...10 more annotations...
  • Questioning
  • which allows innovators to challenge the status quo and consider new possibilities
  • which prompts innovators to relentlessly try out new experiences, take things apart, and test new ideas
  • Observing
  • Networking
  • which permits innovators to gain radically different perspectives from individuals with diverse backgrounds
  • which helps innovators detect small behavioral details –in the activities of customers, suppliers, and other companies – that suggest new ways of doing things.
  • Experimenting
  • Associational Thinking
  • drawing connections between questions, problems, or ideas from unrelated fields—is triggered by questioning, observing, networking, and experimenting and is the catalyst for creativity
  • Enrique Rubio Royo on 13 Oct 11
     
    Los autores de 'The Innovators DNA' afirman que cualquiera puede innovar si sigue las cinco habilidades de los innovadores disruptivos: 1.- Preguntas (permiten a los innovadores cuestionar el 'status quo' y considerar nuevas posibilidades); 2.- Observar (ayuda a los innovadores a detectar pequeños detalles de comportamiento (en las actividades de los clientes, suministradores, otras compañías) que les sugiere nuevas formas de hacer las cosas; 3.- Networking (permite a losinnovadores alcanzar diferentes perspectivas de individuos con diferentes 'backgrounds'; 4.- Experimentar (que incita a los innovadores a tratar sin cesar nuevas experiencias, desarmar cosas y probar nuevas ideas; 5.- Pensamiento asociativo -Associational Thinking- (estableciendo conexiones entre preguntas, problemas o ideas de campos no relacionados. Se pone en marcha interrogando, observando, navegando por la red, y experimentando,siendo el catalizador de la creatividad).
Enrique Rubio Royo

Coaching informal learning « Learning Journal - 0 views

learningjournal.wordpress.com/...coaching_informal_learning

elearner eaprende aprendizaje_informal estrategia ecompetencias aprender_en_red coaching

shared by Enrique Rubio Royo on 30 Mar 10 - Cached
  • what is needed for an informal learning strategy to be effective in the workplace
  • Motivation for learning. >  A culture that provides access to other people who support learning in a wide variety of ways >  Easy access to materials that support learning >  Skills in utilizing electronic tools to manage learning. 
  • I think I’ve landed on another important ingredient… a learning coach
  • ...9 more annotations...
  • Informal learning - by definition – requires a learner to set his or her own goals and to monitor progress toward those goals.
  • So the next step in the learning process is for the learner to come up with some kind of strategy for learning
  • A good coach pushes a learner to set challenging goals and to define clear strategies for meeting them.
  • A good coach sometimes teaches and often provides feedback on progress.  A good coach asks tough questions to help a learner reflect on and apply learning.  And a good coach applauds progress and takes some pride in the coachee’s accomplishments.
  • Who are these coaches?
  •  For workplace learning
  • the coach-learner relationship
  • we are all responsible for our own learning, including finding (or being) our own learning coach.
  • I hope I can be both a better learning coach and a better self-directed learner.
Enrique Rubio Royo

Perspective On Designing and Managing Knowledge Work - 0 views

www.wirearchy.com/...esigning-and-managing-kno.html

jon husband wirearchy empleo empleabilidad kwork org2.0 reconversion

shared by Enrique Rubio Royo on 05 Jan 11 - No Cached
  • Horizontal networking often creates dissonance in the vertical enterpriseThe vertical structure of knowledge did not foresee the coming of horizontal networking tools now shaping today’s workplace.
  • Today, there's a lot of chatter about bottom-up versus top-down, the collective wisdom of the organizational crowd, and various related themes.  However, there’s also ongoing dissonance or competition between the methods behind structured and defined organizational forms and activity and the growing world of hyperlinked flows in which knowledge and meaning are built layer by layer, exchange by exchange (all those hyperlinked interactions that increasingly make up what we call "knowledge work") as enabled by social computing.
  • At the heart of the issue is the way work is designed and an organization develops its structure
  • ...4 more annotations...
  • A primary tool in designing work and structure is job evaluation
  • (and derivatives like accountability mapping and redundancy analysis).  And I don’t mean job evaluation as in assessing job performance – I mean the function that assigns jobs to levels and pay grades based on job “weight” with respect to skill, effort, responsibility and working conditions (the legal criteria for assessing pay equity). I believe that these tools and their underlying assumptions are used to create the skeletal architecture of organizations, the pyramid we all know. 
  • job evaluation (or work measurement in the professional jargon) relies very heavily on the assumption that knowledge is hierarchically structured and, as well, put to use.
  • who has more of the knowledge —on paper—is she or he who deserves to be "higher up" in the organization.
  • Enrique Rubio Royo on 05 Jan 11
     
    "Horizontal networking often creates dissonance in the vertical enterprise. The vertical structure of knowledge did not foresee the coming of horizontal networking tools now shaping today's workplace."
Enrique Rubio Royo

The challenge--and opportunity--of 'big data' - McKinsey Quarterly - Economic Studies -... - 0 views

www.mckinseyquarterly.com/d_opportunity_of_big_data_2806

big_data mckinsey report digital_INFO gap expertos analisis_datos

shared by Enrique Rubio Royo on 13 May 11 - No Cached
  • The proliferation of data has always been part of the impact of information and communications technology. Now, as computers and cell phones continue to pervade our daily activities and as millions of networked sensors are being embedded in these devices (as well as in automobiles, “smart” meters, and other machines)
  • the amount of data available for analysis is exploding.
  • The scale and scope of the changes that such “big data” are bringing about have reached an inflection point. Companies capture trillions of bytes of information about customers, suppliers, and operations. Many citizens look with suspicion at the amount of data collected on every aspect of their lives.
  • ...6 more annotations...
  • Can big data play a useful role?
  • finds that collecting, storing, and mining big data for insights can create significant value for the world economy, enhancing the productivity and competitiveness of companies and the public sector and creating a substantial economic surplus for consumers
  • New research
  • Big data: The next frontier for innovation, competition, and productivity
  • MGI’s analysis shows that companies and policy makers must tackle significant hurdles to fully capture big data’s potential
  • The United States alone faces a shortage of 140,000 to 190,000 people with analytical and managerial expertise and 1.5 million managers and analysts with the skills to understand and make decisions based on the study of big data (exhibit)
Enrique Rubio Royo

IBM - Cultivating organizational creativity in an age of complexity: A companion study ... - 0 views

www-935.ibm.com/...organizational-creativity.html

complejidad creatividad liderazgo org2.0 ibm estudio

shared by Enrique Rubio Royo on 17 Oct 11 - No Cached
  • who embrace the dynamic tension between creative disruption and operational efficiency can create new models of extraordinary value.
    • Enrique Rubio Royo
      Enrique Rubio Royo on 17 Oct 11
       
      Alcanzar el balance (entendido como una tensión dinámica entre dos polos) entre la creación disruptiva y la eficiencia operacional.
  • Why are some organizations consistently good at innovating and/or adapting while others seem to be blindsided by change? Is it because of their disciplined innovation process or the knowledge and skills of their people?
    • Enrique Rubio Royo
      Enrique Rubio Royo on 17 Oct 11
       
      ¿Cuál es la razón por la que algunas ORGs son consistentemente buenas innovando y adaptándose, mientras que otras parecen sorprenderse por el cambio?, ¿es debido a su disciplinado proceso de innovación o al K y habilidades de sus personas?, ó es su determinación a construir una cultura donde la asunción d eretosno solo se estimula, sino que se espera?
  • is it their determination to build a culture where challenging assumptions is not only encouraged, but expected? Our IBM Creative Leadership Study found that leaders
  • ...13 more annotations...
  • What, specifically, enables leading-edge organizations to capitalize on the inherent complexity in today's environment and catalyze innovation within their business models, products and services?
    • Enrique Rubio Royo
      Enrique Rubio Royo on 17 Oct 11
       
      Qué es lo que específicamente permiote a las ORGs de vanguardia capitalizar la complejidad inherente del entorno actual y cataloizar la innovación en sus modelos de negocio, productos y servicios?
  • According to the IBM 2010 Global CEO Study
  • the ability to embody creative leadership is among the most important attributes for capitalizing on complexity.
    • Enrique Rubio Royo
      Enrique Rubio Royo on 17 Oct 11
       
      La capacidad para incorporar liderazgo creativo como una de los mas importantes atributos para capitalizar la complejidad.
  • developing future leaders
  • fostering collaboration and knowledge sharing.
  • increasingly interconnected world
  • three imperatives to accelerate the development of creative capital:
  • . Organizations will need to act upon
  • Creative leadership in action
  • enables a wide range of product, process and business model innovations
  • Uncover the key capabilities of the creative organization
    • Enrique Rubio Royo
      Enrique Rubio Royo on 17 Oct 11
       
      1.- Descubrir las capacidades clave de la ORG creativa. Facultar (empoderar) la capacidad de la ORG para entender cómo el mundo se comporta. Exponer a las personas que ven oportunidades donde otros no las ven y un mapa de lo que se encuentra. Conectar las ideas y las personas de maneras novedosas. Intentar muchas y variadas ideas . Inspirar la creencia de que la acción es posible. Mantener la disciplina para hacer las cosas.
  • Unlock and catalyze the creative capabilities of leaders
    • Enrique Rubio Royo
      Enrique Rubio Royo on 17 Oct 11
       
      2.- Desbloquear e impulsar las capacidades creativas de los líderes - Crear alto impacto, aprendizaje experimental vinculado a problemas reales de negocio. Desarrollar modelos inspiradores que demuestren logros y el liderazgo con poder. Dar rienda suelta a equipos pequeños y diversos para perseguir ideas audaces en respuesta a los desafíos. Crear estructuras de trabajo e incentivos alineados con la motivación intrínseca. Promover una cultura de visión inspiradora basada en la autenticidad e impulsado por la confianza.
  • Unleash and scale organizational creativity
    • Enrique Rubio Royo
      Enrique Rubio Royo on 17 Oct 11
       
      3.- Dar rienda suelta y escalar la creatividad de la organización - Compartir información para visión colectiva. Aprovechar las redes experiencia global. Ampliar la gestión y de los repertorios estilo de comunicación. Crear grupos Ad hoc de esos objetivos comunes compartidos. Influir en el comportamiento colectivo a través de analíticas en tiempo real.
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