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How to Be a Better Coach, According to Neuroscience

How to Be a Better Coach, According to Neuroscience | Network Leadership | Scoop.it
A new study finds that great coaches don't focus on finding and fixing their team's weaknesses. They do this instead.

Via Kasia Hein-Peters, John Michel, Emeric Nectoux
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Kasia Hein-Peters's curator insight, March 22, 10:25 AM

Positive coaching vs. issue-oriented aaproach

John Michel's curator insight, March 24, 8:34 PM

Traditionally, coaching has largely been about identifying areas in need of improvement and supporting folks as they work towards better performance. But according to the latest science, there's actually a more effective way to go about it. 

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Investing in Leadership to Accelerate Philanthropic Impact (SSIR)

Investing in Leadership to Accelerate Philanthropic Impact (SSIR) | Network Leadership | Scoop.it
Talent Matters Talent Matters is a blog series exploring how nonprofit leaders have achieved real-world results through an emphasis on talent. Less than 1 percent. That's the portion of overall foundation giving that went to leadership development…
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Reflecting on reflection

Reflecting on reflection | Network Leadership | Scoop.it
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Leveraging distributed leadership for Changemaking

My short presentation at the Maker Faire Rome session on P2P Economies. This presentation covers the story of how we built OuiShare from the very beginning. Oui

Via jean lievens
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Need Better Ideas? Ask More Women

Need Better Ideas? Ask More Women | Network Leadership | Scoop.it
A new study uncovers a surprising impact. (RT @PsychToday: Any group's collective intelligence rises when more women get involved.
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The Neurobiology of “We”. Relationship is the flow... - Lapidarium notes

The Neurobiology of “We”. Relationship is the flow... - Lapidarium notes | Network Leadership | Scoop.it
The Neurobiology of “We”. Relationship is the flow of energy and information between people, essential in our development
"The study of neuroplasticity is changing the way scientists think about the...
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Margaret J. Wheatley Interview Transcription 20131101

Margaret J. Wheatley is an American writer and management consultant who studies organizational behavior.

Margaret J. Wheatley presented "The Gift Economy" seminar November 1, 2013 at the River's Edge Cleveland in Rocky River, Ohio.

While visiting the Cleveland area, Margaret contributed a conversation to the I-Open library offering a generous and wise perspective on today's shifting world, what we as leaders can do next, and what must be done in the face of deteriorating civilization to sustain belief in human potential.

Related Interview Materials at I-Open:
*I-Open Research www.i-open.org/research
* Vimeo vimeo.com/104064619
* YouTube youtu.be/0odR7BrJ2bM
* Transcription www.slideshare.net/IOpen2/margaret-jwheatleyinterviewtran...

Additional Resources:
* en.wikipedia.org/wiki/Margaret_J._Wheatley
* The Berkana Institute, a global charitable leadership foundation berkana.org
* www.riversedgecleveland.com
* www.csjoseph.org/cleveland_ohio.aspx

Visit and join the I-Open community at www.i-open.org
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Social Technology and the Changing Context of Leadership | Wharton Leadership

june holley's insight:

"he double impact of social technologies on organizations – as drivers of change as well as the solution to some of those very change imperatives – makes them key levers for the much needed transformation of our outdated management and leadership models."

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On Motivation

On Motivation | Network Leadership | Scoop.it
Margaret Wheatley – Paradigm Shifter, Author and Co-Founder of the Berkana Institute
There is a misperception that people are motivated by competition. People are actually motivated by generosity and love.
june holley's insight:

Great stuff on new leadership.

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Ivon Prefontaine's curator insight, August 22, 6:38 PM

Walk out and Walk on is a great book. The last few years I taught I thought about that phrase a lot. We have to let go when we move on. It is hard and ongoing work.

 

@ivon_ehd1

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The Robot Flash Mob is Here

The Robot Flash Mob is Here | Network Leadership | Scoop.it
1,024 robots got together and created an image of a starfish, with very little human interaction. Gulp.
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Weaving Online Networks

How consultants to nonprofit organizations can use online network weaving and a networked approach in their work and to support the work of their clients
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Rescooped by june holley from 21st Century Learning and Teaching
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Coaching v mentoring: what works best for teachers?

Coaching v mentoring: what works best for teachers? | Network Leadership | Scoop.it
Teacher Andrew Jones explains the difference between coaching and mentoring, and how they suit different professional development needs


Coaching, on the other hand, consists of peer-to-peer discussions that provide the person being coached with objective feedback on their strengths and weaknesses in areas chosen by them. While discussion is led by the coach, they ask questions that allow the professional seeking advice to reflect on their practice and set their own goals for improvement. This is the opposite of mentoring as the coach does not evaluate, judge or set targets, and the person being coached is in full control of the discussion.


Unlike mentoring, coaching also gives the recipient more say on the direction of their professional development and encourages them to take more ownership of their CPD.


Learn more:


https://gustmees.wordpress.com/2014/07/10/education-collaboration-and-coaching-the-future/



Via Gust MEES
june holley's insight:

This is a distinction that is important for developing network leaders.

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Ivon Prefontaine's curator insight, August 11, 11:09 PM

Is it one or the other? Or is it some of both?

 

@ivon_ehd1

ManufacturingStories's curator insight, August 13, 10:46 AM

For more resources on STEM Education visit http://bit.ly/1640Tbl

Sandrine Delage (Borgé)'s curator insight, August 14, 3:06 AM

Les termes de coaching et mentoring sont souvent utilisés et je n'avais pas vraiment réfléchi à la différence des deux approches. Si elles se basent toutes deux sur des échanges informels, elles ont un périmètre et des objectifs différents très bien expliqués dans l'article.

 

Cela va m'aider dans le mentoring que j'effectue autour du digital, activité que j'ai acceptée sant trop connaître les principes.

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Collective Learning and Optimal Consensus Decisions in Social Animal Groups

Collective Learning and Optimal Consensus Decisions in Social Animal Groups | Network Leadership | Scoop.it

Learning has been studied extensively in the context of isolated individuals. However, many organisms are social and consequently make decisions both individually and as part of a collective. Reaching consensus necessarily means that a single option is chosen by the group, even when there are dissenting opinions. This decision-making process decouples the otherwise direct relationship between animals' preferences and their experiences (the outcomes of decisions). Instead, because an individual's learned preferences influence what others experience, and therefore learn about, collective decisions couple the learning processes between social organisms. This introduces a new, and previously unexplored, dynamical relationship between preference, action, experience and learning. Here we model collective learning within animal groups that make consensus decisions. We reveal how learning as part of a collective results in behavior that is fundamentally different from that learned in isolation, allowing grouping organisms to spontaneously (and indirectly) detect correlations between group members' observations of environmental cues, adjust strategy as a function of changing group size (even if that group size is not known to the individual), and achieve a decision accuracy that is very close to that which is provably optimal, regardless of environmental contingencies. Because these properties make minimal cognitive demands on individuals, collective learning, and the capabilities it affords, may be widespread among group-living organisms. Our work emphasizes the importance and need for theoretical and experimental work that considers the mechanism and consequences of learning in a social context.

 


Via Ashish Umre
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Rescooped by june holley from LeadershipABC
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5 Steps For Leading Through Adaptive Change

5 Steps For Leading Through Adaptive Change | Network Leadership | Scoop.it

Leadership and management are two distinctly different but complimentary skill sets that all companies need. Leaders make sure the organization is doing the right things, while managers make sure they do those things right. Leadership is about coping with change while management is about coping with complex issues. Both are qualities that can be learned and both require constant focus on improvement. Especially when the organization is facing potential adaptive challenges.


Via Kenneth Mikkelsen
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Josie Gibson's curator insight, August 12, 6:20 PM

Thanks to @LeadershipABC for highlighting this article.

Eric Chan Wei Chiang's curator insight, August 12, 11:25 PM

These five steps may seem very simple but they are often taken for granted. To give direction a leader must take ownership and have a vision. Managing conflict and providing protection are often not pleasant and require great maturity from leaders. Shaping the norms and clarifying roles is often not given a very high priority as it involves intangible people skills.

 

Read more scoops on change and leadership here: http://www.scoop.it/t/on-leaders-and-managers/?tag=Change

http://www.scoop.it/t/on-leaders-and-managers/?tag=Leadership

Jay Roth's curator insight, August 17, 4:33 PM

Perfect article to suggest (in schools) WHY the trainings of Cognitive Coaching, Adaptive Schools, and Polarity Thinking is necessary!

Rescooped by june holley from Business Brainpower with the Human Touch
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The Evolution Of The Employee

The Evolution Of The Employee | Network Leadership | Scoop.it

This concept and the visual was taken from my new book which came out today called, The Future of Work: Attract New Talent, Build Better Leaders, and Create a Competitive Organization.


One of the things I have been writing about and have tried to make clear over the past few months is that work as we know it is dead and that the only way forward is to challenge convention around how we work, how we lead, and how we build our companies. Employees which were once thought of expendable cogs are the most valuable asset that any organization has. However, the employee from a decade ago isn’t the same as the employee who we are starting to see today. To help show that I wanted to share an image from my upcoming book which depicts how employees are evolving. It’s an easy way to see the past vs the future.



Via Vicki Kossoff @ The Learning Factor
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Amber McGuirk's curator insight, September 3, 7:07 PM

After reading this article I will have to agree with the author. The work force is not how it was 20-30 years ago, not even 10 years ago. With all the new technology advances and with the internet rapidly effecting how we do everyday things we have new options how do our jobs. 

Pam Ross's curator insight, September 4, 7:55 AM

Want to stay competitive and attract and retain the best talent? It is time to reinvent work - Great graphic of the change in employee desires.

Tom Hood's curator insight, September 6, 8:27 AM

Nice graphic that captures the essence of how work and the employee is changing / needing to change. It is very close to an exercise we did with our team as we prepared for our move and our "workplace" consultants (Avance') had our entire team map how work was, how it is now, and where they see it going... Here are some of the key areas:

 

From individual work to group work

From hierarchy to flat structure

From Independent group to interdependent group

From internally focused to external (customer/member and brand)

From planned connections to spontaneous connections

From single work point to multiple workpoints

From structured to fluid

 

This also reinforces our approach to what we are calling the "shift change" and how the interplay of technology, workplace, leadership, learning, and culture are all in need of intentional thoughtful planning to get the most out of the new world we are facing...

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HOW CAN SEVEN MINUTES CHANGE THE WORLD?, This post was written by Chris Block, CEO of...

HOW CAN SEVEN MINUTES CHANGE THE WORLD?, This post was written by Chris Block, CEO of... | Network Leadership | Scoop.it
This post was written by Chris Block, CEO of American Leadership Forum - Silicon Valley, in response to Merrill’s Vargo’s previous post on creative leadership.
"The alternative to top-down leadership...
june holley's insight:

Interesting perspective on network leadership.

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LEADERSHIP IN A COMPLEX ADAPTIVE SYSTEM: INSIGHTS FROM POSITIVE DEVIANCE

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Reflecting on reflection

Reflecting on reflection | Network Leadership | Scoop.it
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Rescooped by june holley from Business as an Agent of World Benefit
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How Appreciative inquiry can Help Rewire Your Brain To Overcome the Negativity Bias

How Appreciative inquiry can Help Rewire Your Brain To Overcome the Negativity Bias | Network Leadership | Scoop.it

“The bad news: Our brains are wired to be negative. The good news: You can train your brain to hold on to happiness in 10 seconds. Wouldn't it be awesome if we could hack into our own brains and rewire them to be happier?”


Via David Cooperrider
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David Cooperrider's curator insight, August 27, 8:05 AM
DON'T JUST THINK POSITIVELY. THINK REALISTICALLY. There's a lot of good stuff happening in our lives, but we don't always let ourselves stop and notice it. Rewiring your brain for greater hope, inspiration and joy isn't simply about positive thinking. It's about realistic thinking. Realistic thinking means noticing the good things that happen to us as they occur and letting ourselves experience them. "We tend to not even notice a good fact when its there," he says. "The boss actually said 19 good things about you, but you're obsessing over the one bad thing." Appreciative Inquiry offers the tools for seeing, amplifying, and savoring those things of value worth valuing. This article shows how this is not at all Pollyannish, but physiologically significant--via brain plasticity and the reality that multiple realities are there everywhere, even the grace of great things, positive things, and good news.
Roland Sullivan's comment, August 30, 10:17 AM
Allow me to put this into a personal paradigm. I meditate. in preparation for meditation I've spent years concentrating and controlling the mind. One of the biggest challenges has been to eliminate as much as possible any negative thought waves into my mind. As soon as I become aware of a negative thought I switched my focus to intentional positivity. Now my focus in life is helping other change agents transform themselves in the context of transforming the organizations in which they live. Being rooted in a positive social organization psychology is paramount.
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Main Section | Community Tool Box

Main Section | Community Tool Box | Network Leadership | Scoop.it
What is collaborative leadership?


Why practice collaborative leadership?


When is collaborative leadership appropriate?


Who are real and potential collaborative leaders?


How do you practice collaborative leadership?

 

 
Consider two communities' efforts to address teen pregnancy.
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Margaret J. Wheatley: Supporting Pioneering Leaders

Margaret J. Wheatley: Supporting Pioneering Leaders | Network Leadership | Scoop.it
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Ivon Prefontaine's curator insight, August 22, 6:34 PM

Where have all the leaders gone? That is an interesting question. They have become managers. That is what I experienced in School. Managing and leading are inseparable, but the School managers find managing and being a boss easier.

 

@ivon_ehd1

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Connected leadership is not the status quo

Connected leadership is not the status quo | Network Leadership | Scoop.it
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What is network Centred Leadership? 

The definition of insanity is doing the…

What is network Centred Leadership? <br/><br/>The definition of insanity is doing the… | Network Leadership | Scoop.it
What is network Centred Leadership? 

The definition of insanity is doing the same thing over and over and expecting different results. – Albert Einstein
… - Charles Carnegie - Google+
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Factors that support collective intelligence and wisdom

Factors that support collective intelligence and wisdom | Network Leadership | Scoop.it
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Rescooped by june holley from Leadership
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3 Concrete Steps Companies Should Take To Foster Gender Balance In Leadership

3 Concrete Steps Companies Should Take To Foster Gender Balance In Leadership | Network Leadership | Scoop.it
Women don't need help. They need to be recognized and treated fairly for their accomplishments.

Via Anne Leong
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The Five Biggest Misconceptions About Trust | Switch and Shift

The Five Biggest Misconceptions About Trust | Switch and Shift | Network Leadership | Scoop.it
a great deal of what’s written about in the public press is, frankly, nonsense. That’s “nonsense" technically speaking – as in, there’s clearly something there,
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