"Craig Lambert notes the connections between a growth mindset and maker movement in a blog post he wrote for the Maker Faire Atlanta.
"I’m aware that many, if not all, Makers seem to hold the growth mindset. They relish challenges, they want to stretch themselves, they want to try and do things that they have never done before. In fact, it seems that what we really need as a human race is a whole lot more people with the growth mindset in order to tackle and overcome the many challenges we face. "
"...automation is replacing most routine work. That leaves customized work, which requires initiative, creativity and passion. Valued work, and the environments in which it takes place, is becoming more complex. Professionals today are doing work that cannot be easily standardized.
"In complexity, we can determine the relationship between cause and effect only in retrospect. Think about that. It puts into question most of our management frameworks that require detailed analysis before we take action. It also shows that identifying and copying best practices is pretty well useless.
"In complex work environments, the optimal way to do work is to constantly probe the environment and test emergent practices. This requires an engaged and empowered workforce. Emergent practices are dependent on the cooperation of all workers (and management) as well as the free flow of knowledge.
"Work in complex situations requires a greater percentage of implicit knowledge, which cannot be easily codified. Research shows that sharing complex knowledge requires strong interpersonal relationships. But discovering innovative ideas usually comes through loose social ties. Organizations need both, and communities of practice can help to connect tight work teams with loose social networks. Communities of practice can provide a safe space for professionals to challenge each other at the cutting edge of their expertise.
"Effective organizational knowledge-sharing for this new world of work needs individuals who are adept at sense-making. One framework for this is personal knowledge management."
"I’m not blaming teachers for it. I’m not blaming school principals for it. I’ve worked in education my whole life and I work a lot with teachers in schools and I know they’re as concerned about this as I am and everbody else is. I think it’s to do with this culture of standardization. There is a view that the way we improve education is to make it more and more standardized. Many people in schools — particularly in this country, I’d say — are laboring under this sort of dead culture of continuous testing. And one of the results of it has been to reduce the curriculum, to narrow it. So a lot of the things that people, who may be be in their 40s or 50s, will remember from school — things like band and orchestra, putting on plays, lots of interesting after school activities — a lot of those things are being pushed out by this culture of standardized testing. It’s all done with an honorable purpose, I think — the intention is to raise standards, but the irony is it’s really not doing it. And more and more kids are pulling out of school. There’s more and more teachers, I feel, demoralized by it. And I know parents are very concerned about it too."
“While Shanghai is trying to be like America, America is trying to be more like China.”
"Personal knowledge management is the only solid foundation of organizational knowledge management (KM). Without PKM, there is no KM, just databases of (mostly) unused information. Only individual knowledge workers can transcend the divisions between work teams, communities of practice, and social networks. Individuals connect these entities through their participation in them.
"PKM is the active process of being cognizant of our networks and engaged in our communities, while still working with our teams. These teams, and the organizations they work in, have an opportunity to harvest some of the PKM knowledge artifacts of their members. "
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