At the Nueva School in Hillsborough, Calif., design thinking is built into students' and teachers' everyday lives. The process, which is an approach to learning that includes considering real-world problems, research, analysis, building by hand, and lots of experimentation, is documented and shared among staff.
The faculty job market plays a fundamental role in shaping research priorities, educational outcomes, and career trajectories among scientists and institutions. However, a quantitative understanding of faculty hiring as a system is lacking. Using a simple technique to extract the institutional prestige ranking that best explains an observed faculty hiring network—who hires whose graduates as faculty—we present and analyze comprehensive placement data on nearly 19,000 regular faculty in three disparate disciplines. Across disciplines, we find that faculty hiring follows a common and steeply hierarchical structure that reflects profound social inequality. Furthermore, doctoral prestige alone better predicts ultimate placement than a U.S. News & World Report rank, women generally place worse than men, and increased institutional prestige leads to increased faculty production, better faculty placement, and a more influential position within the discipline. These results advance our ability to quantify the influence of prestige in academia and shed new light on the academic system.
Systematic inequality and hierarchy in faculty hiring networks Aaron Clauset, Samuel Arbesman, Daniel B. Larremore
Science Advances 01 Feb 2015: Vol. 1 no. 1 e1400005
Early conceptions of digital democracy as a virtual public sphere or civic commons have been replaced by a new technological optimism for democratic renewal based upon the open and collaborative networking characteristics of social media. This article provides an introduction to a special issue of the international journal Information, Communication & Society which attempts to present a grounded analysis on these claims drawing upon evidence-based research and analysis. A more cautious approach is suggested for the potential of social media to facilitate more participative democracy whilst acknowledging its disruptive value for challenging traditional interests and modes of communicative power.
“Adopting a networks perspective… changes how we see the world and our place in it.” In this post we look at how that applies to organizations and their design. Revolutions in thought have been part of our human development, from Copernicus’ unveiling how the sun does not revolve around the earth to Darwin’s theory of evolution, through to Quantum Mechanics. With every new discovery, we have to adjust our understanding of our world and how it works. An illuminating article in Scientific American explains how our understanding of our world is shifting thanks to Network research. We can no longer think of ourselves as isolated individuals because we are all essentially connected in networks. Humans are a social species. The implications of this are profound for every aspect of our lives. http://blogs.scientificamerican.com/guest-blog/2014/12/12/how-networks-are-revolutionizing-scientific-and-maybe-human-thought/ At Intelligent Management, we have for some time now incorporated the information from Network Theory into an approach to operations and organizational design. This is the natural direction from over 15 years of applying a methodology based on Deming’s Theory of Profound Knowledge and Constraint Management. A truly systemic approach to organizations recognizes that organizations are inherently networks, and this emerges clearly when we organize the work of an organization around projects. (See our book ‘Sechel: Logic, language and tools to manage any organization as a network’) When we understand how everything an organization does can be thought of in terms of repetitive projects and new projects, we can identify hubs and nodes among resources as well as the projects themselves. No aspect of the organization is separate or siloed off. Every time an organization tries to improve, whether it be through a Quality System or other means, but it does not move out of the artificial barriers of silos, it will inevitably achieve fundamentally less than it could. Unveiling the truly network nature of an organization is what unleashes its real potential. For more information about a systemic approach for sustainable prosperity, see our new business novel+website ‘The Human Constraint’. Inspired by real life events, this novel provides a fast-paced narrative and an online Knowledge Base of tools and insights for systemic management. Written by Angela Montgomery, PhD.
In September 2014, the Commons Strategies Group convened a three-day workshop in Meissen, Germany, of 25 policy advocates and activists from a variety of different economic and social movements. The topic of the "deep dive": Can leading alt-economic and social movements find ways to work more closely together? Can there be a greater convergence and collaboration in fighting the pathologies of neoliberalism?
Metasystem transitions are events representing the evolutionary emergence of a higher level of organization through the integration of subsystems into a higher “metasystem” (A1+A2+A3=B). Such events have occurred several times throughout the history of life (e.g., emergence of life, multicellular life, sexual reproduction). The emergence of new levels of organization has occurred within the human system three times, and has resulted in three broadly defined levels of higher control, producing three broadly defined levels of group selection (e.g., band/tribe, chiefdom/kingdom, nation-state/international). These are “Human Metasystem Transitions” (HMST). Throughout these HMST several common system-level patterns have manifested that are fundamental to understanding the nature and evolution of the human system, as well as our potential future development. First, HMST have been built around the control of three mostly distinct primary energy sources (e.g., hunting, agriculture, industry). Second, the control of new energy sources has always been achieved and stabilized by utilizing the evolutionary emergence of a more powerful information-processing medium (e.g., language, writing, printing press). Third, new controls emerge with the capability of organizing energy flows over larger expanses of space in shorter durations of time: bands/tribes controlled regional space and stabilized for hundreds of thousand of years, chiefdoms/kingdoms controlled semi-continental expanses of space and stabilized for thousands of years, and nation-states control continental expanses of space and have stabilized for centuries. This space-time component of hierarchical metasystem emergence can be conceptualized as the active compression of space-time-energy-matter (STEM compression) enabled by higher informational and energetic properties within the human system, which allow for more complex organization (i.e., higher subsystem integration). In this framework, increased information-energy control and feedback, and the consequent metasystem compression of space-time, represent the theoretical pillars of HMST theory. Most importantly, HMST theory may have practical application in modeling the future of the human system and the nature of the next human metasystem.
Human Metasystem Transition (HMST) Theory Cadell Last
Journal of Evolution and Technology - Vol. 25 Issue 1 – January 2015 - pgs 1-16
I find that real collaboration is often as elusive as the woolly mammoth was just before they went extinct. Thousands of books and articles have been written and will continue to be written about such topics as collaboration, teams, and innovation. (I include innovation in this list as no meaningful innovation can occur without people working with each other in highly creative and productive modes). Many use exhaustive data research and analysis of industries/companies past performance in a quest to improve credibility, however in my humble opinion, little if any of the messages stick or cause behavior changes. Many of the concepts simply become brain candy for a leaders psyche. The lessons and language are mostly consigned to the sub-conscious repository of buzz words that are used to feed meaningless rhetoric and pretend/inauthentic dialogue that rarely yields results in a timely enough manner in this competitive and fast paced world.
Three Capabilities of Innovation After studying masters of organizational innovation for over 10 years, we’ve identified three key activities that truly innovative organizations like Pixar are able to do well. First, the people and groups in them do collaborative problem solving, which we call creative abrasion. Second, they try things and learn by discovery, demonstrating creative agility. Third, they create new and better solutions because they integrate existing ideas in unanticipated ways, practicing creative resolution. 3 capabilities: Creative abrasion + Creative agility + Creative resolution
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