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Scooped by Deb Nystrom, REVELN
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Streamlining by Going Online with Faculty Promotion and Tenure Resources

Streamlining by Going Online with Faculty Promotion and Tenure Resources | Innovation & Institutions, Will it Blend? | Scoop.it
Facing the administrative burden of promotion/tenure for roughly 240 candidates each year, the University of Florida developed an online promotion and tenure work process.

   

....Outcomes
After only a year and a half of full implementation, outcomes have included:

  • a 90 percent reduction in paper, 
  • a reduction in printing and administrative costs, 
  • a marked reduction in work time for faculty and staff, 
  • consistency and conformance within the tenure review process, 
  • easier accessibility to promotion and tenure packets for academic reviewers, 
  • improved transparency at all review levels, and 
  • the ability for tenure candidates to monitor their progress throughout the cycle. 

      
The cost savings for the first year alone was nearly $203,000.


Related posts by Deb:
      

         

        


Deb Nystrom, REVELN's insight:

Here's a university that did something to update the wasteful and inefficient tenure review process.  This included reducing paper-intensive practices by 90% and providing progress reports to tenure candidates.

     

It remains to be seen how other universities handle the larger promotion and tenure process in the 21st century, connected with changes in higher education as a whole.  ~  Deb

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The Nature of the Future – Review | Harold Jarche

The Nature of the Future – Review | Harold Jarche | Innovation & Institutions, Will it Blend? | Scoop.it

Marina Gorbis identifies unique human skills [that] should be the core of any public education program.


  • Sensemaking
  • Social and emotional intelligence
  • Novel and adaptive thinking
  • Moral and ethical reasoning


As Gorbis write... “Learning is Social”.


We need to learn how to work better with machines, letting machines do what they are good at.


Gorbis shows how machines and average people can outperform experts at playing chess. 


“Weak human + machine + better process

was superior to a strong computer alone

and, more remarkably,superior to a

strong human + machine + inferior process.

Deb Nystrom, REVELN's insight:

It's not just the skills, it's the social and the process, lest all the talk about MOOCs and universities and skill training lead to engineering and accounting.  ~  Deb

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Deb Nystrom, REVELN's curator insight, April 26, 2013 2:39 PM

Sensemaking of MOOCs and adaptive learning.  Trust a smart process.  ~ Deb

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Educate & Demand, to Create a Sea of Manufacturing Jobs | Innovation Excellence

Educate & Demand, to Create a Sea of Manufacturing Jobs | Innovation Excellence | Innovation & Institutions, Will it Blend? | Scoop.it

The author believes his suggested "approach has a balanced time horizon – fill manufacturing jobs now and do the long term work to create millions of manufacturing jobs in the future."


...Our time horizon is limited to the presidential election cycle – four years, but the manufacturing rebirth will take decades....who has a long time horizon and money?


The DoD has both.  ...Before you call me a war hawk, this is simply a marriage of convenience. ...there is no better option.


The DoD should pull together their biggest contractors (industry) and decree that the stuff they buy will have radically reduced cost signatures and teach them and their sub-tier folks how to get it done.


No cost reduction, no contract.


The DoD should educate...to reduce material cost, assembly time, supply chain complexity, and time to market and demand the suppliers. Then, demand they demonstrate the learning by designing the next generation stuff.


...the new technologies will spill into non-DoD world (broad industry application) and create new generation products and a sea of manufacturing jobs.

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Scooped by Deb Nystrom, REVELN
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The Tipping Point between Structure & Innovation

The Tipping Point between Structure & Innovation | Innovation & Institutions, Will it Blend? | Scoop.it

"Somewhere between the two extremes exists a tipping point – a place where full creativity and the lack of structure reaches a balance with purposeful, valuable and necessary structures and processes."


____________________

Balancing structure and freedom, processes and creativity is an art, not a science.  ____________________

Move much more toward additional structure and you begin to limit and stifle creativity and innovation outcomes. 


Move much more toward freedom and creativity and you lose the ability to manage, develop and commercialize ideas. Where does the tipping point reside?


Your innovation activities need enough structure to identify and commercialize great ideas effectively, but not so much structure that people are stymied or slowed by processes, forms and decisions. 


In organizations where purposeful innovation is fairly new, the tipping point is closer to the regimented side, since there are few widely distributed capabilities or tools. As an organization gains experience innovating, the structure and rigidity become less important, as innate skills and culture learn to shape and manage ideas more effectively.


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Photo:  by lambdachialpha Flickr CC
Deb Nystrom, REVELN's insight:

It's the art of deciding how to get the balance right: SO MANY businesses along with newbie or ill-informed managers stifle creativity, resulting in rampant mediocrity, morale problems and talent loss. Turn it around from victim, persecutor roles to encourager, challenger, collaborator, coach of your innovators.  ~  D

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A Pulp Innovation & Change Chapter: The Innovation Plan includes the Return of Status Quo

A Pulp Innovation & Change Chapter: The Innovation Plan includes the Return of Status Quo | Innovation & Institutions, Will it Blend? | Scoop.it

"Pushing an innovation plan forward?  Here comes the first major obstacle instead of a much-needed catalyst, for the rapid plummet to the bottom, roller coaster style in this 'pulp innovation' chapter change story."


This innovation series includes a set of chapter pulp fiction stories, complete with cliff hangers, setting up a series of cautionary tales of how to create innovation as a sustainable, repeatable business process.  


This episode of Jeffrey Phillips's series involves the destablization of those leading change to an innovation culture.  Enter the other staff manager with enough “bandwidth” to actively participate, which means those not senior enough to speed the work.


_______________________________


The annual planning cycle, that recurring monster better known ...as the idea killing process...with no ambiguity and no room for error.

_______________________________


Excerpts:


After the usual pleasantries, Susan and I set out an ambitious plan to build an innovation team, encourage incremental and disruptive innovation throughout the organization and start building innovation communities...


...it seemed that everyone else had a different perspective or intent for our project.


“Great. Do you think we can have new products in the pipeline so we can get budgets in place during the annual planning cycle?”


The annual planning cycle, that recurring monster better known to innovation experts as the idea killing process. There’s no business process or decision making apparatus less welcoming to innovation than the annual planning process, a place where great ideas go to die.


...A rigid, microscopically managed process with no ambiguity and no room for error. ...While the revenue numbers may be a bit inflated and fanciful, the projects that get approved go under a ROI microscope, which inevitably means that many innovative ideas are rejected.


By the end of our first meeting I’d reached the bottom of the roller coaster. ...Even though we had open channels to Brockwell, I didn’t think it would matter. ...


Perhaps we should recruit Mr. Kasamis.”  “Doug Kasamis, the chairman?” ...if he is willing, he could rally most of the organization to a significant change.”


Read the full post here.

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Rescooped by Deb Nystrom, REVELN from Change Leadership Watch
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Leading Continuous Innovation INFOGRAPHIC: Culture, Fringe Experiments, Customer Immersion

Leading Continuous Innovation INFOGRAPHIC: Culture, Fringe Experiments, Customer Immersion | Innovation & Institutions, Will it Blend? | Scoop.it

How can change leaders support high performance, innovative teams? The infographic below cites 10 innovation strategies.  This is close.  There will be more of these process charts and innovation graphics.  


This one features:


Step 2:  Working at the organization's edges, the fringe & close to customers I've heard Dr. Jeff DeGraff talk about fringe teams this year at the Michigan Ross School of Business.


Step 3:  Culture that  supports experimentation, failure.  This is ubiquitous in mention, scarce in after-the-fact reporting.  Better known examples, 3M (Post-Its) and Google (Google Lab: Buzz, Wave, etc.)


Step 6: Customer immersion, pain points


Step 10:  Metrics, measures

 

Sources include:  Christensen & Raynor, The Innovator's Solution: Creating & Sustaining Successful Growth, 2003  


Note the continuous improvement language, adjusted slightly, a 'la W. Edwards Deming:  Ready, Aim, Fire, Adjust.  Like Plan, Do, Check, Act.


Via Jonha Revesencio, Deb Nystrom, REVELN
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