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I/we need to consider this with our team and education more broadly. "Theory 1: Nothing we "know" about software development should be assumed to be true. Most of our tools, our mental models, and our practices are remnants of an era (possibly fictional) where software was written by solo practitioners, but modern software is a team sport. Theory 2: Technology is the product of the culture that builds it. Great technology is the product of a great culture. Culture gives us the ability to act in a loosely coupled way; it allows us to pursue a diversity of tactics. Uncertainty is the mind-killer and culture creates certainty in the face of the yawning shapeless void of possible solutions that is software engineering. Culture is what you do, not what you say. It starts at the top. It affects everything. You have a choice about the culture you promote, not about the culture you have. Theory 3: Software development should be thought of as a cycle of continual learning and improvement rather a progression from start to finish, or a search for correctness. If you aren't shipping, you aren't learning. If it slows down shipping, it probably isn't worth it. Maturity is knowing when to make the trade off and when not to. I had some experience with this at Flickr, and I wanted to see how far you could scale it. My private bet was that we'd make it to 50 engineers before things broke down. Theory 4: You build a culture of learning by optimizing globally not locally. Your improvement, over time, as a team, with shared tools, practices and beliefs is more important than individual pockets of brilliance. And more satisfying. Theory 5: If you want to build for the long term, the only guarantee is change. Invest in your people and your ability to ask questions, not your current answers. Your current answers are wrong, or they will be soon. "

Worth thinking about for our own space (digitally and otherwise). "It is important when you walk into any studio that you feel as much as see what is being built - the studio should crackle with creative energy. Specifically, I believe you can determine the health of any design studio simply by looking at its walls."

Podcast by Derek Bruff and his Vanderbilt center team. A podcast on educational technology in higher education.

For consideration h/t Stan

interesting article on Slack as an alternative to email, interesting comments too.....

"When we say students are customers I hope you know that we mean we have a responsibility to them not because they pay us but because they trust us with something they come to us not even quite knowing how to define but knowing they need. And as all of you have been witness to over the time we have been here our endeavors here are most certainly not simply about revenue. Nor is success simply defined by whether a student got a good grade.  Everything, the emphasis on academic quality and outcomes, the funds dedicated to making sure you have the resources you need, your personal and professional development, contradicts the naysayers."

Embrace imperfection. Makers are more interested in learning and experimenting rather than perfection and that's OK. They try (and fail) often to perfect their projects and to make lots of small bets which eventually lead them to THE BIG IDEA. Makers do it for the fun first and iterate and refine as they go.

Love the process. A focus on trusting the process rather than outcome is essential to the Maker mentality. Creativity and making is an ongoing rhythm, a lifestyle which is more a way of being than a hobby or isolated event.

Other thoughts on this interesting link. Writing a grant focused on the iterative process of improving health care this is exactly what the funders are looking for. How to set up teams (with the 'right' mix of individuals) that are working in an environment where they can fail (without hurting anybody) and improve processes both for the team and the rest of the organization. The later is much harder - how to disseminate good processes that others can then improve upon in complex organizations. But yes the goal is to always work on the process improvement (the makers mentality as it is called in this piece).

A wave of change aims to produce young doctors who are better prepared to meet the demands of the nation's changing health-care system - using team based learning, more interactive and hands-on learning opportunities, etc. Great quote from the article: "We've replaced 'the sage on the stage' with 'the guide on the side,' "

"Audrey Watters: It's gonna take more than a 'genius hour'. I've tried to do something somewhat like this - it's essential for my team to have time to explore, create, play, discover, etc., and they can't do that if they're expected to be "on task" 100% of the time. A big part of our role in the Technology Integration Group is to go deliberately off script, off-piste, and do things that we think are worth trying. Even if (especially if?) it's not an Official Project. But, it's hard to sustain when Real Projects and Deadlines loom and suck up all of the available time. So we have cycles. There are weeks where we're all "on task", and weeks where we're exploring new stuff. "

"Some may consider online learning to be the anti-classroom.  A rebellion against the chalkboard and the Blackboard in favor of virtual classrooms, avatars in sweater vests lecturing in a Charlie Brown monotone…  I simply look at it as a different kind of team approach to learning.  More opportunities for inputs.  If anything, it makes the scholarship more rigorous.  As both teachers and students, it is becoming increasingly difficult to hide behind airs of academia when the scholarship can be researched, published, evaluated and revised in a nano-second.  It makes educational leadership even more important when the skills necessary to synthesize information both in person and on line are changing, and changing quickly."

"When you look around an office, nine times out of 10 you can tell if it was designed for fear. How does fear manifest in space? High walls. No windows. Closed spaces. By extracting management from the doers and makers of the company, there's plausible deniability. When conversation is inhibited by high-walled cubicles, information is controlled. And to effectively instill fear in office culture, you have to control information. You have to make sure teams are segmented into departments, information is transmitted linearly and power is centralized."

From a VCU perspective, it is interesting that Zoom and Google Hangouts ranked at the top of the list.