Today, the traditional paradigm in which a charismatic executive leads an adoring, less-senior employee where power is often misaligned won’t do, explained executive coaching expert Wendy Mantel of Mantel Coaching Inc. Millennials want close, meaningful relationships with mentors. They also want to feel empowered to be authentic, to create and embody their own career brands.
“Engagement, learning, growth, visibility, relevance and opportunity are watchwords for this generation,” Mantel said in an email. These needs are also important guiding words for learning organizations developing new, or rethinking, established, mentoring approaches.
Co-adaptation (or co-evolution), the parallel feedback process by which agents continuously adapt to the changes induced by the adaptive actions of other agents, is a ubiquitous feature of complex adaptive systems, from eco-systems to economies. We wish to understand which general features of complex systems necessarily follow from the (meta)-dynamics of co-adaptation, and which features depend on the details of particular systems. To begin this project, we present a model of co-adaptation (“The Stigmergy Game”) which is designed to be as a priori featureless as possible, in order to help isolate and understand the naked consequences of co-adaptation. In the model, heterogeneous, co-adapting agents, observe, interact with and change the state of an environment. Agents do not, ab initio, directly interact with each other. Agents adapt by choosing among a set of random “strategies,” particular to each agent. Each strategy is a complete specification of an agent's actions and payoffs. A priori, all environmental states are equally likely and all strategies have payoffs that sum to zero, so without co-adaptation agents would on average have zero “wealth”. Nevertheless, the dynamics of co-adaptation generates a structured environment in which only a subset of environmental states appear with high probability (niches) and in which agents accrue positive wealth. Furthermore, although there are no direct agent-agent interactions, there are induced non-trivial inter-agent interactions mediated by the environment. As a function of the population size and the number of possible environmental states, the system can be in one of three dynamical regions. Implications for a basic understanding of complex adaptive systems are discussed.
Parents need to model empathetic behavior and identify other people’s feelings for their children, says Lynne Sipiora.
Empathy is democratic because it enables you to see that every life is unique and yet deserving of equal consideration. Empathy drives transformation, supports collaborative efforts and creates change.
Empathy drives transformation,
supports collaborative efforts and
Empathy is not “walking a mile in someone’s shoes.”
It is recognizing that they are tired, exhausted and their feet hurt and remembering when you have felt the same. And then it is offering them a ride or maybe a bus ticket and a better fitting pair of shoes.
Leo Tolstoy, the Russian novelist, famously wrote, “Everyone thinks of changing the world, but no one thinks of changing himself.”
Tolstoy’s dictum is a useful starting point for any executive engaged in organizational change. After years of collaborating in efforts to advance the practice of leadership and cultural transformation, we’ve become convinced that organizational change is inseparable from individual change. Simply put, change efforts often falter because individuals overlook the need to make fundamental changes in themselves.
Building self-understanding and then translating it into an organizational context is easier said than done, and getting started is often the hardest part. We hope this article helps leaders who are ready to try and will intrigue those curious to learn more.
Also, a good friend of the family has been working in corporate finance at JP Morgan for the last two years and he told me that the culture supports learning and development on the job – and really rewards hard work.” ...
It’s been said that 95 percent of business promotions are based on performance, but results account for only 10 percent of the reasons people follow a leader. The most common reason we follow a leader is because of who they are.
I know I’ve said this in my last two blogs, but I love this book. 42 Rules of Project Management may be short and simple, but there’s more wisdom packed between its covers than many books twice, even three times, its size.
Here’s a great resource: the Teaching Practices Inventory. It’s an inventory that lists and scores the extent to which research-based teaching practices are being used. It’s been developed for use in math and science courses, but researchers Carl Wieman and Sarah Gilbert suggest it can be used in engineering and social sciences courses, although they have not tested it there. I suspect it has an even wider application. Most of the items on the inventory are or could be practiced in most disciplines and programs
Gender stereotyping in Indian recruitment advertising - Recently, the National Council of Educational Research and Training’s (NCERT) department of women studies found some elements of gender stereotyping in NCERT textbooks. The analysis of 18 textbooks shows “men mainly in a variety of professions and women as homemakers, teachers, nurses and doctors”. The report notes that “women are shown as teachers, cooks, doctors and nurses reflecting an extension of household work”. Men are “depicted in multiple professions, as pilot, artists, astronauts, magicians, rulers.”
Donald Norris, Robert Brodnick, Paul Lefrere, Joseph Gilmour, and Linda Baer (of Strategic Initiatives and more), recently scanned the past 17 years of change in higher education (a highly praised summary, by the way, which you can download here (PDF), and then the current environment for higher education.
This week, they look ahead at opportunities for resilience and transformation.
"Transforming in an Age of Disruptive Change: Part 2," Planning for Higher Education(2013, v41n2).
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