Frame 4 - DOOR to Learning and Change
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Digital Workplace Technology Roadmap — Cosent

Digital Workplace Technology Roadmap — Cosent | Frame 4 - DOOR to Learning and Change | Scoop.it
Exploring the future of knowledge work at the intersection of social and knowledge technologies.
Eugene Fernandez's insight:

A well researched and written document that provides a conceptual framework for the digital workplace of the immediate future.

 

Guido's easy writing style drives you through the technology roadway, helping you make sense of the terrain, he explains the nature of enterprises as they exist now and boldly comments that the 'web has out-innovated the enterprise' and that 'technology is leaving the corporate world behind, once and for all ' 

 

The segment on Enterprise 2 provides a great overview of emergent software platforms within companies and he clearly explains and frames terms such as signals, links, authoring, tagging, extensions and search. There is even more value with a segment on the Application Landscape, spelling out in his easy style about wikis, blogs, activity streams, social search, mashups and more...

 

The roadway leads you to his final chapter on web 3.0 - which he titles 'Systems of Intent' which anticipate your needs, before you can even articulate them' Guido holds you spell bound with discussions around artificial intelligence, machine learning and what he calls the 'Semantic web' citing Google and Facebook are "building knowledge bases that are not just 'buckets of pages' but powerful conceptual models of the world, enabling machine reasoning"

 

This is important reading for any Knowledge Worker for we are now dealing with machines and an architecture that 'anticipates your needs, before you even articulate them'.

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Ivon Prefontaine's curator insight, January 9, 2014 9:44 AM

We need plans and they need to be flexible and adaptable to the context of each situation.

Eugene Fernandez's comment, January 11, 2014 3:21 AM
I agree Ivon. Flexibility, adaptability and resilience are going to be increasingly important both for individuals and organisations.
Frame 4 - DOOR to Learning and Change
Frame 4 - Explores a more emergent, holistic, systemic, context bound and qualitative frame to Learning, OD and Change.
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Conversations That Change the World

Conversations That Change the World | Frame 4 - DOOR to Learning and Change | Scoop.it
With a well-designed dialogue “container,” you can create an atmosphere of shared awareness that can transform an organization — or a country.
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Reflecting on Work Improves Job Performance

Reflecting on Work Improves Job Performance | Frame 4 - DOOR to Learning and Change | Scoop.it
New research by Francesca Gino, Gary Pisano, and colleagues shows that taking time to reflect on our work will improve our job performance in the long run.
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The changing skill set of the learning professional

The changing skill set of the learning professional | Frame 4 - DOOR to Learning and Change | Scoop.it
Skills define us. They are what make us useful and productive. They are the foundation of our achievements. On our death bed, it is our skills that we
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Top 5 trends in executive education for 2017

Top 5 trends in executive education for 2017 | Frame 4 - DOOR to Learning and Change | Scoop.it
1. Delivery This is the year that the science of deliverology will really start to take root. People in general are tired of promises, evasions, excuses and
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On the Making Of Trump—The Blind Spot That Created Him

On the Making Of Trump—The Blind Spot That Created Him | Frame 4 - DOOR to Learning and Change | Scoop.it
We have entered a watershed moment not only here in America, but also globally. It's a moment that could help us wake up to a deeper level of collectiv
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Merger Integration: Choosing the Most Effective Culture Strategy

Merger Integration: Choosing the Most Effective Culture Strategy | Frame 4 - DOOR to Learning and Change | Scoop.it
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3 Ways You're Killing Innovation in Your Organization - Center for Creative Leadership

3 Ways You're Killing Innovation in Your Organization - Center for Creative Leadership | Frame 4 - DOOR to Learning and Change | Scoop.it
Managers are conditioned to focus on what's feasible instead of what might be possible.
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10 Principles of Leading Change Management

10 Principles of Leading Change Management | Frame 4 - DOOR to Learning and Change | Scoop.it
These time-honored tools and techniques can help companies transform quickly.
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Change, Disruption and Opportunities

Change, Disruption and Opportunities | Frame 4 - DOOR to Learning and Change | Scoop.it
Service anniversaries are normally really fun events. They give us a chance to congratulate folks for their efforts over time, reminisce a bit, and even roast colleagues for things we’ve shared over
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How Spotify Balances Employee Autonomy and Accountability

The whole company is organized around it.
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How to Convince Someone When Facts Fail

How to Convince Someone When Facts Fail | Frame 4 - DOOR to Learning and Change | Scoop.it
Why worldview threats undermine evidence
Eugene Fernandez's insight:
When a person's fundamental worldview is perceived to be threatened, they tend to totally discredit the facts in front of them in favour of their belief. This power of belief over evidence is the result of two factors: cognitive dissonance and the backfire effect.

6 strategies identified:
1. keep emotions out of the exchange, 2. discuss, don't attack (no ad hominem and no ad Hitlerum), 3. listen carefully and try to articulate the other position accurately, 4. show respect, 5. acknowledge that you understand why someone might hold that opinion, and 6. try to show how changing facts does not necessarily mean changing worldviews.
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8 Culture Change Secrets Most CEOs Don't Understand

8 Culture Change Secrets Most CEOs Don't Understand | Frame 4 - DOOR to Learning and Change | Scoop.it
I spent 15 years learning and applying culture insights as a senior executive, consultant, and coach across multiple organizations before I started to
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When we unlock the secrets of our genes, what do we do with that knowledge?

When we unlock the secrets of our genes, what do we do with that knowledge? | Frame 4 - DOOR to Learning and Change | Scoop.it
Siddhartha Mukherjee explores scientific breakthroughs and moral tensions in genetics.
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Education and accelerated change: The imperative for design learning

Education and accelerated change: The imperative for design learning | Frame 4 - DOOR to Learning and Change | Scoop.it
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We work together why not learn together? - Accelerance - Leadership for Business Performance.

We work together why not learn together? - Accelerance - Leadership for Business Performance. | Frame 4 - DOOR to Learning and Change | Scoop.it
– it’s time to rethink how we structure organisational learning Introduction This paper sets out to shine a light on a paradox that has gone largely unnoticed in the leadership and executive development world – we work in multi layered, … Read more
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Why Your Brain Needs More Downtime

Why Your Brain Needs More Downtime | Frame 4 - DOOR to Learning and Change | Scoop.it
Research on naps, meditation, nature walks and the habits of exceptional artists and athletes reveals how mental breaks increase productivity, replenish attention, solidify memories and encourage creativity
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Assessing Culture in Complex Systems

Assessing Culture in Complex Systems | Frame 4 - DOOR to Learning and Change | Scoop.it
I believe that a big part of the problem lies in the way we think about
culture.  In most of the organisations I work with, culture is still seen
as something that can be accurately diagnosed and designed.  There is a
belief that the leadership team, or a group of expert consultants can
design and implement an objectively ideal culture.   The issue with this is
that culture is an emergent property of a complex system.  It emerges and
evolves over time from a myriad of interactions between people, their
environment and the structural aspects of the organisation e.g. processes,
policies etc.  It finds expression (and is shaped by) the ongoing
conversation, the stories and observations shared in casual conversation,
the symbols displayed and the rituals engaged in, sometimes
subconsciously.  It often cannot be fully articulated, but it known by
everyone who is a part of the system.

Because the culture is ever emerging and evolving, any attempt to
accurately “diagnose” it is flawed.  Any culture audit result is only ever
a partial point in time description, and the very act of diagnosing changes
the system.   The way we go about the diagnosis is also problematic.  From
a complex systems perspective,  typical culture audit instruments has
several short comings:
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Brexit was an inside hack…

Brexit was an inside hack… | Frame 4 - DOOR to Learning and Change | Scoop.it
I’m going to start this post with a personal admission: I’m so angry at what’s just happened in the UK. The loss of Britain’s membership to the EU, the potential damage to t…
Eugene Fernandez's insight:
Good points about the scripts and agendas that constitute what we perceive as free choice. If you don't spend time having real dialogue over what future you prefer to have then be prepared for one to be imposed on you - The sad part or perhaps comforting part is that you will be unconscious of the influences at play. Most thinking due to time, stress etc operates at the shallows - what's missing is deep thinking and learning about the way we think.
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Artificial Intelligence, Cognitive Systems and the Learning Brain - DML Central

Artificial Intelligence, Cognitive Systems and the Learning Brain - DML Central | Frame 4 - DOOR to Learning and Change | Scoop.it
New ideas about artificial intelligence and cognitive computing systems in education have been advanced this year by major computing and educational businesses, including Pearson and IBM. Pearson’s promotion of AI reflects its growing interests in data analytics and other digital methods while IBM is seeking to extend its existing R&D on cognitive computing into the education sector. AI has been the subject of serious debate recently. High profile figures including Stephen Hawking, Bill Gates and Elon Musk have voiced concern about the threats it poses, while awareness about cognitive computing has been fueled by widespread media
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