Answers the Question. How do individuals simultaneously desire to fit in terms of being similar to others and be distinctive from others? How it Began. Person-Environment fit has been a subject of increased interest over the ...
7 Ways To Keep Your Employees Happy (And Working Really Hard) Forbes Leonard J. Glick, Professor of management and organizational development at Boston's Northeastern University, teaches the art of motivating employees for a living.
The major question that I have had since I’ve started exploring new hosting opportunities for our ORMS badges involves aspects of value, credibility, and “sincerity” of design involved in our badging infrastructure. Put simply, I believe that people will make judgments about the believability, credibility, and relevance of the digital badges based on elements of the metadata, the images used, and where the badge is hosted.
There is enormous potential for badge initiatives to fundamentally improve the “exchange” of value between educational institutions, learners, and employers. But how is this “currency” defined? Who validates the value of badges? Who defines relevant sets of competencies, and for what purposes? To advance the answers to these and many other questions, we pulled together a team of experts from Mozilla, Blackboard, WCET, and Sage Road Solutions, as well as academic, governmental, civic, and corporate thought leaders, to provide a MOOC that fosters and strengthens emerging badge initiatives: “Badges: New Currency for Professional Credentials.”
This free and open MOOC is designed to help teams of people define their own badge initiatives, appropriate to their own contexts, and work through a series of challenges leading to concrete implementation plans. With this scaffolded learning experience, we aspire to broaden the awareness of the potential of badges, and more importantly, to facilitate the implementation of sustainable badge frameworks that offer concrete structures for validated badge “currency” exchange among educational institutions, learners, and employers.
We have experienced many cases where a well designed knowledge sharing and management tool and processes have failed because people believed they were already sharing well enough, that senior managers did not ...
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