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Framework for 21st Century Learning - The Partnership for 21st Century Skills

Framework for 21st Century Learning - The Partnership for 21st Century Skills | improving leadership | Scoop.it
The Framework presents a holistic view of 21st century teaching and learning that combines a discrete focus on 21st century student outcomes (a blending of specific skills, content knowledge, expertise and literacies) with innovative support systems to help students master the multi-dimensional abilities required of them in the 21st century.
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The 5 Core Principals for Social-Emotional Learning ~ Educational Technology and Mobile Learning

The 5 Core Principals for Social-Emotional Learning ~ Educational Technology and Mobile Learning | improving leadership | Scoop.it
The 5 Core Principals for Social-Emotional Learning http://t.co/C0Wt6Uo7ag via @zite #gtchat
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It's Time to Revolutionize Corporate Learning

It's Time to Revolutionize Corporate Learning | improving leadership | Scoop.it
I spend a lot of time thinking, writing, speaking and working in my own personal and professional venn diagram of: leadership development; social collaborative tools; and all things related to lear...

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Jay Cross's curator insight, June 4, 2013 11:46 AM

A provocative read (JDI). Marcia, Dan, and Kerry are right in line with my thinking although we use different terminology and approaches to get there. 

 

A "Workscape" is the locus of work and learning (which are converging so rapidly, they are one and the same). It may be the factory floor, a home office, or a meeting at the customer's site. The Workscape is the learning platform. Tinkering with it makes the whole system function better. 

 

For example, the Workscape should provide easy way to seek and pinpoint needed information. Similarly, the Workscape should make it simple to find and collaborate with others. The Workscape culture must encourage experimentation. It even gets down to physical factors such as the availability of conference rooms and conversation nooks, wi-fi in the cafeteria, big monitors on the desks, and plenty of windows. 

 

"Corporate learning" is fiction, an artificial aggregation of individual learning by workers and small teams. Hence, the focus shifts to personal development plans, supported by managers who assign stretch jobs that enable people to learn by experience. 

 

People cement their knowledge by sharing it with others. The authors call this curation. I've thought of it as narrating one's work. The result is the same. 

 

Harold Jarche has been advocating these basic steps as individual practice for dealing with a complex world. Seek-sense-share. The authors' learning nouveau is what results if everybody is doing their 3S personal knowledge management. 

 

Personally, I applaud the notion that business needs fewer functionaries and most artists. I have the bruises and scars that show it's a tough sell.

 

 

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The Boomer-Millennial Workplace Clash: Is it Real? - Forbes

The Boomer-Millennial Workplace Clash: Is it Real? - Forbes | improving leadership | Scoop.it
The Boomer-Millennial Workplace Clash: Is it Real?
Forbes
In fact, they are asking for books, training programs, videos, anything to orient Millennial employees to the norms and culture of an organization.
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5 Reasons Leaders Fail

5 Reasons Leaders Fail | improving leadership | Scoop.it
There’s a fine line between successful and failed leadership. These five dynamics will push you right over it. The very traits that make a strong leader, if taken to their extreme, can set a leader up for failure.
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The Management Revolution That's Already Happening

The Management Revolution That's Already Happening | improving leadership | Scoop.it
The Management Revolution That’s Already Happening: Formerly self-evident truths of leadership and management are being cast aside. Once sacred concepts are being declared obsolete.

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Jay Cross's curator insight, June 4, 2013 11:27 AM

Fantastic post. A keeper. The Management Revolution and its literature. 

 

The basics:

 

a shift from a goal of making money to the goal of delighting customers profitably. Innovation and transformation are no longer options: they have become imperatives.a shift from controlling individuals to inspiring collaboration among self-organizing teams, networks and ecosystems.a shift from coordinating work by hierarchical bureaucracy with its rules, roles, plans and reports to dynamic linking, with iterative approaches to development with direct customer feedback and interaction with teams and networks.a shift from a preoccupation with economic value and efficiency to an embrace of values that will grow the firm and the accompanying ecosystems, particularly radical transparency, continuous improvement and sustainability.a shift from top-down directives to multi-directional conversations. Instead of telling people what to do, leaders inspire people across organizational boundaries to work together on common goals.

I foresee a great sorting out of the companies that get it and those that don't. 

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Why Can't The C-Suite Grasp Agile Management?

Why Can't The C-Suite Grasp Agile Management? | improving leadership | Scoop.it
As a leader, do you honor and appreciate the power of We?* There’s been a lively discussion around my article earlier this week, The Best-Kept Management Secret On the Planet: Agile.

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Jay Cross's curator insight, June 4, 2013 11:20 AM

Rod Collins' takeaways on agile:

 

A riveted focus on what the customers value and what’s most important to them.A preoccupation with group process rather than distributed tasks as in traditional management.A recognition that work is fundamentally iterative learning

 

Work and learning are becoming the same. You can't reform learning without reforming working. 

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Business Development Curve - Animated Single Slide in PowerPoint

Business Development Curve - Animated Single Slide in PowerPoint | improving leadership | Scoop.it
Explain your company’s business strategy of growing by increasing its products or services using our Business Development Curve PowerPoint slide.
See our range of Single Slide PPT Products .

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