Fantastic new learning approach that will really change the way organisations deliver learning, deal,with complexity and be resilient to their internal and external environment, contact David or Tia for more details
This Concept Map, created with IHMC CmapTools, has information related to: Learning Theory, zone of proximal development The area of capabilities that learners can exhibit with support from a teacher., Montessori constructivism, Lave & Wenger...
People are often confused about exactly what Organisational Change Management (OCM) practitioners do. Part of the challenge is that any activity involving one group of people tends to be quite different from the same ...
In an increasingly competitive, cautious and accelerated world, those who are willing to take risks, step out of their comfort zone and into the discomfort of uncertainty will be those who will reap the biggest rewards.
Groundbreaking ideas are no longer a luxury when success is contingent upon an organization's ability to adapt, innovative, and improve. We need look no further than Kodak, Sears, or Sony for validation that status-quo thinking is the fast-track to failure. How, then, can organizations break free of conventional thinking to spark creativity?
“Traditional management style may help organizations run efficiently, but it won’t help to unleash the best gifts of every single person in your organization,” asserts Joris Luijke on the Management Innovation eXchange (the MIX).
Luijke is VP of Talent for Atlassian, a $102-million software company based in Sydney, Australia. In his post on the MIX, he cites four methods Atlassian uses to encourage employee expression and autonomy. Sure, there are the typical perks (creativity, risk-taking, healthy conflict) that come with empowered employees. But an atmosphere where employees express themselves helps in other ways, too: On a daily basis, Atlassian execs have the means to assess — and even quantify — how the rank and file feel about senior management and the company’s overall direction. Here’s how:
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