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Jeffrey Beard, the head of one of the world's most respected assessment organisations - the International Baccalaureate (IB) - has been caught red-handed passing off someone else's work as his own.The Geneva-based director general of the IB has been publicly named and shamed by an American academic institution where he made a speech that it has discovered "was not original work".Mr Beard gave a talk on "Education for a Better World" last month at the Chautauqua Institution in New York State.

It appears that Mr Beard broke one of the golden rules of cheating - if you're going to do it don't be too obvious. In using material from Sir Ken, he picked on a world-renowned US-based British educationalist who has had one of his talks viewed more than 1.5 million times on the internet."Mr Beard neglected to cite his source or reveal the quotations for what they were. Yesterday's speech was not original work," the statement continued.The IB's own guide for schools on academic honesty defines plagiarism as "the representation of the ideas or work of another person as the candidate's own".

This week an IB spokeswoman said: "On reflection, Mr Beard thinks that he could have been more explicit about the sources and authors that inspired him for the content of this speech."She said he had drawn from "a number of sources", including Sir Ken Robinson, but "it was never Mr Beard's intent to imply that the ideas were his alone"."If this had not been a speech, but a scholarly or academic paper, he would have made a complete list of all references available," she said.The Chautauqua Institution was not impressed and has withdrawn the speech from its website and bookshop. Its statement ends: "Mr Beard's behavior in this matter is not characteristic of the work done here at Chautauqua and violates the expectations you should have for that work. We acknowledge to you our genuine disappointment in this event."

among the eight most important qualities of Google’s top employees, STEM expertise comes in dead last. The seven top characteristics of success at Google are all soft skills: being a good coach; communicating and listening well; possessing insights into others (including others different values and points of view); having empathy toward and being supportive of one’s colleagues; being a good critical thinker and problem solver; and being able to make connections across complex ideas

And topping the list: emotional safety. No bullying. To succeed, each and every team member must feel confident speaking up and making mistakes. They must know they are being heard