There is a danger in seeking finished perfection in all that we do.
There is a risk that our students will focus solely on the attributes that define a finished piece and overlook the importance of the process that leads to it. With a shift in our mindset we might be able to celebrate this process and encourage our students to value the learning that occurs along the way.
Nigel Coutts, the author of this insightful article, quotes Picasso, " 'Woe to you the day it is said that you are finished! To finish a work? To finish a picture? What nonsense! To finish it means to be through with it, to kill it, to rid it of its soul – to give it its final blow..."
This aligns with my feeling about summative evaluation... aka grades. If you want to terminate the process, grade the product.
My students create an e-portfolio as they complete classes in our program. Will 'grading' an e-portfolio halt the process? I certainly hope not. Instead, I strive to help them see the evaluation process as feedback to prompt an ongoing process that continues throughout the E-Learning Certificate Program and beyond.
Columnist Caroline Gourlay is an independent business psychologist based in Bath who writes about the application of psychology in the workplace, including its risks and limitations. She is interested in trends in psychological research as well as the nitty-gritty practicalities of using psychology at work. Caroline has worked with large corporations and in the public sector, but her real interest is in medium-sized, owner-managed businesses, including family business. She helps organisations to select the right people to fit their organisation and coaches executives to enable them to fulfil their potential.
This article discusses the findings from exploratory research into an innovative HRD programme providing cross organisational formal mentoring between middle managers from two public sector organisations, (a local authority and a health board), and a private sector organisation, a high street bank. The organisations had well established in-house mentoring programmes but were keen to offer an addition to their leadership development strategies.
Providing good service has never been easy. Meeting rising customer expectations requires companies focus on building the capabilities their people need to make full use of their talents. A McKinsey & Company article.
In order for formal learning to be effective, L&D needs to move away from viewing courses as discrete events. Instead, it needs to build in the opportunity for practice and reflection outside of the course as critical elements in any formal learning. Our research shows that top learning companies are making much greater use of reflective, collaborative activities:
Research is finally showing the link between free-flowing feedback and better business results. In workplaces where managers don’t engage in feedback, employee engagement rates limp in at 29%. On the flip side, when feedback is regularly exchanged between managers and employees, engagement jumps to 79%.When HBR asked 550 CEOs what factors were most likely to bring them business success in the next year, employee engagement ranked in the top three, above ability to innovate and even sales and marketing. Feedback leads to employees caring about their work, and if executives are right, tha
Onboarding is one of the most crucial steps in the hiring process. As new hires make the transition from candidate to employee, the actions the company takes during this phase can help set the stage for a long tenure with the company. Studies show that an effective onboarding strategy leads to higher job satisfaction, organizational commitment, decreased turnover, and better performance.
don’t divide the world into the weak and the strong, or the successes and the failures,” said sociologist Benjamin Barber. “I divide the world into learners and non-learners.”
As each of us takes on more responsibility, we seem to misplace the necessity of learning. We learn through our actions and from feedback, but how often do we sit down to distill our failures or mistakes into actionable lessons? How often do we connect seemingly unrelated ideas or insights to challenge our comfort zones?
What’s going on? CIOs running to catch up. Thousands of people bringing their own devices into work and demanding that they are plugged in to the corporate networks. People expecting to switch seamlessly from their desktop computer, to their laptop computer, to their tablet device, and to their smartphone and back again with no loss of data and complete integrity and overlap between the software running those systems and devices.
You won’t believe me, but I’ll say it any way. Ninety percent of this post was written prior to the big announcement on July 21st that Accenture will stop doing employee performance reviews. I did not write this post knowing they were going to do exactly what I have outlined below. If I had that kind of predictive power I’d be counting lottery winnings on a yet-to-be-named private island
For any organisation to achieve its business objectives, it is, of course, essential to have in place a strategy that will deliver excellent results. This also includes developing a strategically-minded team. However, as we all know this is not always as easy to put together as it appears on paper. Just ask Roy Hodgson.
Misconceptions about the brain are embedded in corporate training programs and could be sabotaging their effectiveness. Companies should reevaluate them in light of the latest scientific insights. A McKinsey Quarterly article.
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