We live in the Social Age of Learning, where our ability to create meaning within our communities is key. In this Slideshare presentation Julian Stodd explore the foundations and principles of the Social Age, including an exploration of Social Leadership.
Failure is a great teacher but also a cryptic one. Deciphering ‘teachable moments’ from such experiences is no easy task to begin with and doing so while dealing with feelings of frustration, disappointment, demoralization, resentment, embarrassment, and even hopelessness, is even harder.
With over 2.6 billion internet users globally, a rise in 870% since 2000, it is not surprising that we are becoming increasingly dependent on computers and mobile devices for many of our personal and workplace activities. However, it might surprise you that the UK and the rest of Europe lag behind many other countries in their use of technology for learning. In the UK we still have a significant reliance on instructor led training, so when in 2012 the UKs large businesses cut training headcounts by 5% it was not really a surprise that this was almost twice the amount of learning and development staff per 1000 learners than in the US, who rely less heavily on face to face training.
When we think of what defines intelligence, the most common associations are educational study or the ability to memorise a mind-boggling array of facts and figures. Intelligence, however, is not confined to the realms of IQ and academia. In fact, there are estimated to be nine different types of intelligence, ranging from more widely accepted areas such as logical/mathematical intelligence to the less well-known existential and intrapersonal intelligence. Combined, these latter forms are often referred to as emotional intelligence (EI); an area that has not always received the recognition it deserves but one that is of inestimable value to companies.
Businesses are competing in increasingly volatile and uncertain global situations. Below, Rita McGrath suggests that stability, not change, is the state that is most dangerous in dynamic competitive environments, and argues that the end of competitive advantage means that the assumptions that underpin much of what we used to believe about running organisations are deeply flawed.
In its most basic form, feedback is information. A feedback system, in the context of performance technology, is a means of communication whereby the performer, whether it is an individual or a group, receives information that guides their future actions, in order to achieve a desired outcome. Feedback systems can be used as part of an intervention in organizations to increase awareness and improve performance.
If we are to believe the headlines the recent decline in unemployment is a triumph. The dole queues, we are told, are falling and that is a firm indication that the economy is on the mend.
Of course the improvement in the prosperity of Britain's families is welcome. But there's only one problem with this sunny scenario. The total number of young people out of work remains stubbornly high at very nearly a million, the highest level since records began in 1992.