Group items tagged

" Culture will overcome any structural chart or any reorganisation. Companies fail because they believe that a restructure will change the culture of the company.  Even if a restructure creates temporary success, culture will reassert itself. Often senior managers ignore organisational culture because it works for them, by ignoring culture; the senior managers indicate that the organisation cannot learn because they engage in single loop learning. "

"Understanding the effects of pervasive networks like social media is an essential literacy today. Each citizen has to be informed through active engagement in a digitally-mediated society. Unconsciously we do not trust experts, so we have to consciously develop expert networks that we do trust. This requires effort, such as the discipline of personal knowledge mastery. In the long run our networks can make our sense-making much easier. Without personal knowledge networks, we are at the whim of whatever current outrage is flowing through the social media platforms. "Maybe your friends and family aren't experts … but they surely have your best interests at heart, and that it why they are nearly as trusted on this topic as scientists, despite their lack of expertise. So here we have a partial answer to why experts aren't trusted. They aren't trusted by people who feel alienated from them. My reading of this study would be that it isn't that we live in a 'post-fact' political climate. Rather it is that attempts to take facts out of their social context won't work." - Tom Stafford"

Definitely the intro video for PKM and HJ "Here is a short video introduction on why personal knowledge mastery (PKM) is becoming a required skill and mindset for professionals today. "

Definitely the intro video for PKM and HJ "Here is a short video introduction on why personal knowledge mastery (PKM) is becoming a required skill and mindset for professionals today. "

"The first one, It's the Company's Job to Help Employees Learn written by Tomas Chamorro-Premuzic and Mara Swan (HBR 18 July) made a number of significant points. Here are a few soundbites: "most jobs today demand … the capacity to keep learning and developing new skills and expertise, even if they are not obviously linked to one's current job" "a major pillar in Google's recruitment strategy is to hire "learning animals"" "Sadly, most organizations have yet to wake up to this reality, so they continue to pay too much attention to academic qualifications and hard skills, as if what entry-level employees had learned during university actually equipped them for today's job market." "workplace learnability is far less structured and formulaic than college learnability, and employees must juggle the tension between the demand for the short-term efficiencies of productivity with the long-term quest for intellectual growth" "So how can managers do a better job of fostering learnability in the workplace? Select for it … Nurture it … Reward it""

"This is what he came up with and it's worth ten minutes of your time to watch Nigel place learning at the heart of the 21st century organisation, but only if it is focused on behaviours."

"I have found that business value keeps shifting. I used to get paid well to help companies select new learning technologies. I have not done that type of work for over five years. I have also seen organizations move away from using external consultants. I think the entire consulting model is ripe for disruptive change. When LinkedIn advertises ex-McKinsey consultants available for $60 per hour, you know that it's an obsolete business model."