"The Networked Student was inspired by CCK08, a Connectivism course offered by George Siemens and Stephen Downes during fall 2008. It depicts an actual project completed by Wendy Drexler's high school students. The Networked Student concept map was inspired by Alec Couros' Networked Teacher. I hope that teachers will use it to help their colleagues, parents, and students understand networked learning in the 21st century.
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This is a great illustration of applied problem based learning using the network!
A large company’s president is making a summary closing for his top executives. He has several items to focus on during the year. He gets to one goal; communicate, communicate, communicate. When he starts discussing the goal, his executive vice president of customer service injects. The vice president states; “We have a problem. Most of our employees report to first line managers (eighty percent). According to our last surveys these employees trust their first line managers more than us. These managers do not know what we know. We have to communicate to the front line managers more effectively.” This vice president is upset about this.
What does he mean by his comment? Why does he want the employees to trust top management more? This company is one of the best in the industry. It is accomplishing most every corporate financial, political, and customer service goal. Is it just an ego thing? This is great, the employees trust their first line managers. These first line managers are a valuable resource. Top management can draw on this trust to carry out their strategy. If that is what he meant, what then?
Does he mean that the top managers need to get out of their offices more? Have his managers lost touch with the first line employee? It is not how many times each day executives go up the elevator that counts; it is how many times they come down. McKinsey and Company has an article on their website entitled,” How leaders kill meaning at work.” This article gives a summary of a study on top executives. It states, “In short, our survey showed that most executives don’t understand the power of progress in meaningful work. And the traps revealed by the diaries suggest that most executives don’t act as though progress matters.”
Gregg Steinhafel is one of those leaders who never uses the word “I.” In a recent exclusive interview with Fast Company, the CEO of Target Corporation peppered his conversation with “we" without once referring to that tired chestnut that there is...
The biggest reason young, talented workers leave for new jobs? They’re not learning enough, writes Diane Stafford of the Kansas City Star:
“Hirers often complain that their young workers jump ship quickly. A study published this summer in the Harvard Business Review confirmed that young top performers—the workers that organizations would most like to stick around—are leaving in droves.
Researchers found that high achievers, 30 years old on average with great school and work credentials, are leaving their employers after an average of 28 months.
Furthermore, three-quarters of them admit to sending out resumes, contacting search firms and interviewing for jobs at least once a year during their first employment. And 95 percent said they regularly watch for potential employers.
The history of collaboration is the subject of another infographic from Socialcast. A previous infographic the company did late last year explored how to measure the effectiveness of social technologies inside the enterprise.
I did some strategy work with a client this week where they were drilling down below the level of core strategic principles and actually figuring out what they were going to do differently to move in their desired direction.
The new report from CEO.com and business intelligence firm DOMO notes that social media is more pervasive than ever among consumers: 50% of the population currently uses Facebook, and more than 37% use Twitter. Yet among Fortune 500 CEOs, the report says, only 7.6% are present on Facebook, only 4% use Twitter, and less than 1% use Google Plus. LinkedIn is the only social network where CEOs are slightly ahead of the general populace, the study concludes: Twenty-six percent of CEOs surveyed use LinkedIn, compared to 20.15% of the population at large.
Here are four very powerful videos from the Digital Media and Learning Research Hub that are guaranteed to make you think hard about learning, teaching, and schooling. You can watch them all in less than half an hour.
Here are 21 tips to get you to your best productivity.
I wanted to help you create explosive productivity so you get big things done (and make your life matter).
Here are 21 tips to get you to your best productivity.
#1. Check email in the afternoon so you protect the peak energy hours of your mornings for your best work.
#2. Stop waiting for perfect conditions to launch a great project. Immediate action fuels a positive feedback loop that drives even more action.
#3. Remember that big, brave goals release energy. So set them clearly and then revisit them every morning for 5 minutes.
#4. Mess creates stress (I learned this from tennis icon Andre Agassi who said he wouldn’t let anyone touch his tennis bag because if it got disorganized, he’d get distracted). So clean out the clutter in your office to get more done.
In a lot of ways it does not. Ideas, information, trust, influence, opportunity and other resources move through networks of relationships without necessarily adhering to what the org chart says. Social network analysis tools now allow us to make the invisible visible so that we can be more deliberate in our approach to networks. There are a couple of big opportunities here:
Good ideas often have social origins. Innovation is fueled by the exchange of ideas and perspectives and identities, and the accompanying creative tension. It is in this exchange that we have the opportunity to recombine and synthesize, generating brand new opportunities. By deliberately and proactively building networks we can create more of those valuable intersections.
Get folks really included. Hiring someone as an employee in your organization does not necessarily mean they are going to be included. Are employees able to get connected in the ways that they need to — regardless of age, title, gender, race, etc.? Can you be more intentional in helping employees to find their way into the networks of relationships that they need to thrive? I see a lot of organizations that have engagement and retention rates that vary by race, age and gender. Underneath that are substantial differences in the size, reach and makeup of the social networks that people are connected to.
“Where do good ideas come from? That is simple … from differences. Creativity comes from unlikely juxtapositions. The best way to maximize differences is to mix ages, cultures and disciplines.” -Nicolas Negroponte, founder MIT Media Lab
What do the networks of relationships look like in your organization? Are there opportunities to build new bridges in your organization? Is there a lot of overlap and interconnectivity in your organization, or is there a lot of silos and segregation? Are there opportunities to bring new voices into existing conversations and decision making processes?
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