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Early wishes : Bonne Année / Feliz Ano Nuevo / Happy New Year !

Early wishes : Bonne Année / Feliz Ano Nuevo / Happy New Year ! | Organisation Development | Scoop.it
David Hain's insight:

Blwyddyn Newydd  Dda from Wales - have a wonderful 2013 everyone!

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David Hain's curator insight, December 31, 2012 6:02 AM

Blwyddyn Newydd  Dda from Wales - have a wonderful 2013 everyone!

David Hain's curator insight, December 31, 2012 6:02 AM

Blwyddyn Newydd  Dda from Wales - have a wonderful 2013 everyone!

David Hain's curator insight, December 31, 2012 6:03 AM

Blwyddyn Newydd  Dda from Wales - have a wonderful 2013 everyone!

Organisation Development
Developing healthy organisations
Curated by David Hain
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Working smarter with a 70:20:10 framework

Working smarter with a 70:20:10 framework | Organisation Development | Scoop.it
The 70:20:10 framework – where 70% of the learning is on the job, 20% from colleagues and 10% from formal courses and reading – is proving an effective tool to support the transition of learning and development to the new world of work. The workplace is becoming increasingly flexible and borderless – the traditional nine to five is rapidly phasing out. Learning now needs to be just as fluid as the mobile collaboration that employees have come to expect as part of their working life.
Organisations that are allowing employees to work smarter, whether at home, at work or during business travel, and on the device of their choice, are also exploring how to make learning content available anytime, anywhere and on any device. Mobile learning provides on-the-job relevance (the main part of the 70:20:10 approach), and performance support is provided at the point of need.
David Hain's insight:

This framework matters in talent development!

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Ian Berry's curator insight, July 1, 1:08 AM

This is a smart framework that I personally embrace loving the work of Charles Jennings http://charles-jennings.blogspot.com.au/ The key for me is tailoring it to match situations and most importantly people's individual needs, expectations and desires

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Dealing with addiction in the workplace

Dealing with addiction in the workplace | Organisation Development | Scoop.it
Addiction is a mental health condition that can damage all aspects of a person’s life. Along with broken relationships, money issues and emotional instability, addiction can also lead to high costs for any business as an addict is likely to exhibit decreasing levels in productivity and attendance. 
Stress at work
A survey on alcohol abuse at work by DrugScope and Alcohol Concern found that 27% of employers say drug misuse is a problem at work, and the CIPD found that almost a third of organisations have dismissed employees where the reason or a significant factor was an alcohol addiction. So why is addiction such a prevalent problem?
David Hain's insight:

27% of employers say drug use is a problem at work. At what emotional and financial cost! Enormous...

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How a company’s structure affects the leadership gender gap

How a company’s structure affects the leadership gender gap | Organisation Development | Scoop.it
More and more companies are moving away from top-down hierarchies and toward more collaborative models.

In what might be the buzziest example in recent memory, Zappos ditched managers altogether, as part of their high-profile transition to Holacracy, an alternative model structured around “self-management.”

But while Zappos may be extreme, it’s hardly alone.

Not every company is ditching the very notion of management — far from it — but there is a mass migration toward flatter structures and looser hierarchies.

And according to research by Raina Brands, an assistant professor of organizational behavior at London Business School, that shift could be particularly good for women in leadership positions.
David Hain's insight:

There are more CEOs named John than there are female CEOs! But networks are a cause to hope for change.

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Beyond Empathy

Beyond Empathy | Organisation Development | Scoop.it

In some circles, it is increasingly accepted that empathy is a key capability of a leader.  Even in the face of research, some still ignore this.  However, there is a growing tide of evidence that empathy is a core skill for the modern workplace.  Empathic ability is positively correlated to better performance as a leader.  It facilitates much improved working relationships and in the modern workplace, we often don't get to choose who we work with.  An increasingly diverse workforce creates challenges for us and in order for us to get things done, we need to learn how to get on with a greater variety of working styles, viewpoints and personalities.  Getting a deep, felt sense of what it's like for someone else grants us greater ability to make decisions, be inclusive, resolve conflicts and share responsibility.

David Hain's insight:

Can role reversal train empathy?  Useful take from @JohnQShift!

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Matthew Farmer's curator insight, June 18, 1:57 AM

Great insights from John Wenger @JohnQshift! - Understanding others at work is not discretionary

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10 Guidelines for Business Model Innovation in Established Companies | Innovation Management

10 Guidelines for Business Model Innovation in Established Companies | Innovation Management | Organisation Development | Scoop.it
Leading CEOs worldwide expect major changes to their company’s business model until 2020. As a consequence, organizations are currently about to realize that, today, business model innovation has become as important as technological innovation. However, developing new and viable business models still represents a serious challenge for large incumbent firms despite their resources, know-how, and key technologies. This article provides 10 guidelines for mastering business model innovation challenges in established companies.
We have conducted extensive empirical research on business model innovation processes in incumbent firms and condensed our experiences in working with established companies on developing new business models. Based on these findings the – what we call – “anatomy of business model innovation” has emerged. Besides other insights, it provides 10 important guidelines that need to be considered when tackling the business model innovation challenge.
David Hain's insight:

Time to review your business model?  Good guidelines here.

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Dr. Mangala Devi's curator insight, June 17, 4:59 AM

http://www.smilebabyivfs.in/about-us/

Gottfried's curator insight, June 24, 6:10 AM

Companies need to evolve and move forward by making substantive change: Guidelines for Business Model Innovation

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Everybody knows your name

Everybody knows your name | Organisation Development | Scoop.it
How well do your employees – team members in your organization – know each other? If you want a work environment that values positive relationships as well as top performance, this is an important question to consider.

Years ago I studied the W.L. Gore company. Their unique culture, based on a holacracy (no bosses), has served that company well since it’s founding over 50 years ago.

In discussions with key Gore leaders, I learned about another practice they embrace to this day. Their functional teams and plants are no larger than 300 people. Why? “When those units get too large, nobody knows your name,” one VP explained. “In smaller units, people feel more involved and connected.”
David Hain's insight:

Community works - are you building one? Nice explanation from @scedmonds

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Beware bosses bearing 'workplace happiness' jargon

Beware bosses bearing 'workplace happiness' jargon | Organisation Development | Scoop.it
Applied specifically to the modern office, the concept of "workplace happiness" is on the march, a buzzword said to hold the key to a healthy, loyal, productive and profit-spinning workforce. But it's wise to beware gurus bearing buzzwords. As the "workplace happiness" industry spawns everything from happiness training workshops to offices crammed with feel-good accessories from beanbags to dogs, there's cause for caution.
David Hain's insight:

How employers deal with psychological wellbeing is shaping as the workplace battleground of the 21st century.

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Time to Increase the ROT

Time to Increase the ROT | Organisation Development | Scoop.it
Viewing training as an investment seems to be the exception rather than the rule. Given this and the fact that UK businesses alone are estimated to spend over £50 billion a year on training, it is no wonder that management is so ready to ditch it. It could not be otherwise. That is why the time has come to measure and increase the ROT.

Via Ron McIntyre
David Hain's insight:

An OD take on why the ROT doesn't need to be stooped - just the opposite!

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Ron McIntyre's curator insight, May 22, 4:36 PM

While I understand the idea of Return on Training, not sure I agree with the acronym of ROT, although it may have more resemblance to some training than people are willing to talk about. The idea of training is excellent but there needs to be an execution factor after the training. Too often training takes place but then never put to use, thereby wasting dollars.  Appreciate your bringing this out Bay. Have a great weekend.

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Give something back

Give something back | Organisation Development | Scoop.it

It’s fashionable to be mentored and to be coached at the moment, and with good reason. Everything in business is achieved through people and the more you can do to improve performance, the faster you can remove inefficiency and make progress.

As a manager in the public sector, I was immediately given ten days of training. In the practical management of resources and people, training provides a solid grounding in the tools and best practice techniques of management. It explains why people skills are necessary, how to use them and avoid very many pitfalls. Those lessons have also taught me what is important when working with people and have stayed with me over the years.

The secret to being a good line manager is the ability to coach and to mentor. Often those words are used interchangeably and in my opinion, every member of the team needs both. Furthermore, it is very unusual to find one person who can be both.

David Hain's insight:

Everyone needs a mentor - but mentors also gain a lot!

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donhornsby's curator insight, May 22, 7:12 AM

(From the article): Being a coach or a mentor is an incredibly important performance lever helping you to unlock staff potential at all levels. The two roles require very different skills and offer different types of support to the individual and while the results may not immediately benefit you personally giving something back in this way can be very rewarding.

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Clare Moncrieff, executive advisor, CEB, on Harnessing Talent for 21c

Reinventing HR: Harnessing the potential of key talent segments
David Hain's insight:

These stats challenge the myths surrounding ‘weaker’ talent groups: millennials and women.

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Tony Brugman (Bright & Company)'s curator insight, June 18, 8:51 AM

Good slidepack by CEB on how to reinvent HR. Discussing how to capitalize on gender diversity benefits and which myths about millennials have to be tackled.

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What Kind Of Leadership Is Needed In Flat Hierarchies?

What Kind Of Leadership Is Needed In Flat Hierarchies? | Organisation Development | Scoop.it

Our shift from bureaucratic to distributed leadership took nearly a century. According to Deborah Ancona, a professor of management and organizational studies at MIT, companies in America circa 1920s were "super bureaucracies." Then, in the 1960s, people focused on interpersonal relationships and lots of discussions centered around trust and empathy. In the 1990s, it was all about organizations needing to undergo large-scale changes and vision. Finally, today’s workplace centers on what’s called variously eco-leadership, collaborative leadership, or distributed leadership.

"It’s all about your network," says Ancona, author of X-Teams: How to Build Teams That Lead, Innovate, and Succeed, as in who do you know outside and inside of your team. "If you understand the internal network in your company, you have a higher chance of moving ahead

David Hain's insight:

In flat hierarchies, everyone has to step up to leadership.

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Ian Berry's curator insight, May 21, 9:15 PM

The fast growing movement in flat structures is probably http://www.holacracy.org/ The key is not the system though it's a change in ways of being by leaders. Being comes before doing.

Tony Brugman (Bright & Company)'s curator insight, May 28, 10:41 AM

Great article by Fast Company on leadership in so-called 'flat organisations'. What is necessary to make the real shift from top-down and bureaucratic to more distributed leadership? MIT professor Deborah Ancona discusses the answers.

 

Her keywords are: transparency, strategic mindset for everyone, connectivity and (innovative) collision.

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PwC Releases Guide to Getting More Strategist Leaders into the Organisation

PwC Releases Guide to Getting More Strategist Leaders into the Organisation | Organisation Development | Scoop.it
Companies are struggling to solve their most difficult problems because they don't identify and empower the leaders with the right capabilities and attributes to solve them, says PwC in a report published by its Consulting businesses today, 18 May.

‘The hidden talent: Ten ways to identify and retain transformational leaders,shows how – even while organisations are grappling with rapid technological change, stalled growth, global restructuring and the need for forward-thinking less than one in 10 have the capabilities, attributes and mind sets to lead transformational change and solve wicked problems.

Jessica Leitch, of PwC People & Organisation, part of the PwC consulting business said:

“Tame problems are easily understood, and theres usually broad agreement on how to solve them using tried and tested procedures. Critical problems resemble crisis situations where control need to be asserted.

“Wicked problems, however, directly challenge business-as-usual thinking and even the business model itself.
David Hain's insight:

Strategist leaders can fill the Aspiration Gap CEOs refer to when it comes to transformation. But the way many companies attract, retain and empower them requires an overhaul. ~ PwC

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Are You Making Your Employees Stupid?

Are You Making Your Employees Stupid? | Organisation Development | Scoop.it
According to Merrill Lynch, “50% of employee skills become outdated in 3 to 5 years.” WOW, when I read this statistic, it really surprised me. Many leaders think that the experience of just doing the required work, day in and day out, is enough to keep their employees knowledgeable to optimally perform their duties. Unfortunately that is not true at all.

On the job training, meaning training that is acquired by just doing your job, interacting with clients, and talking with colleagues is hardly enough to create productive and engaged employees that are on the cutting edge of their disciplines. Many leaders and managers struggle with training programs because they are often tasked with reducing costs. So training programs are often the first to go.
David Hain's insight:

Todd Nielsen on the business case for effective training.

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Leadership across sectors - when the similarities outweigh the differences

Leadership across sectors - when the similarities outweigh the differences | Organisation Development | Scoop.it
The Whitehall & Industry Group is an independent charity whose purpose is to develop learning opportunities between sectors. To celebrate its 30th anniversary last year, WIG set up its first Insight Days programme, in which senior leaders – including Permanent Secretaries and Chief Executives/Chairmen – spent a day in each other’s organisations. Earlier this year, WIG arranged an Insight Day for Erik Bonino, Chairman of Shell UK, and Sir Derek Jones KCB, Permanent Secretary, Welsh Government. In a guest blog, Erik reflects on the experience.
David Hain's insight:

Common agendas in Blue Chips and the Civil Service - a great initiative for leadership development!

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Five frightening facts about employee engagement

Five frightening facts about employee engagement | Organisation Development | Scoop.it
How can you convert employee engagement into competitive advantage and what trends will we see in the future? Here are five key takeaways from our sneak preview at the inaugural EdelmanENGAGE survey into engagement.
David Hain's insight:

Employee engagement remains a pivotal driver of business success. But some simple things could help orgs improve it! ` Edelman Report

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Matthew Farmer's curator insight, June 22, 1:58 AM

Interesting that leadership is seen as THE key issue in Europe and Asia Pacific (its Communications in the Americas).  Here are the most common drivers:

  • Trust: are leaders seen as doing what they say they will?
  • Visibility: do I get contact with leaders or are they always behind closed doors?
  • Living the values: is there consistency in the values which you ask us at the frontline to live by being applied at every level?

How well are you doing?

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5 ‘Gotchas’ That Could Derail an HCM Project - Deloitte CIO

5 ‘Gotchas’ That Could Derail an HCM Project - Deloitte CIO | Organisation Development | Scoop.it
When implementing a new human capital management (HCM) system, HR teams often underestimate the importance of five fundamental project planning and execution activities. These oversights can have disastrous consequences.  
David Hain's insight:

The idea is right, but you've still got to execute it. 5 booby traps to negotiate first...Deloitte

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10 Ways To Know You Need to Revamp Your Employee Training

10 Ways To Know You Need to Revamp Your Employee Training | Organisation Development | Scoop.it
Current research shows that spending on employee training is rising at a rapid rate. In 2011, spending increased by 10 percent, 2012 saw a rise of 12 percent, and 2013 experienced an increase of 15 percent.

With numbers like these and a trend that’s expected to only continue to rise, you need to make sure your spending on training is actually making a difference.
David Hain's insight:

When did you last review your training investment? 10 ideas take action.

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Five Steps to Integrating Coaching into your Talent Management Strategy

Five Steps to Integrating Coaching into your Talent Management Strategy | Organisation Development | Scoop.it

Now more than ever, there is a great opportunity to bring coaching into organizations. According to Gallup’s study on the global workplace, only 13% of employees worldwide are engaged at work or are psychologically committed to their jobs and likely to be making positive contributions to their organizations. Therefore, 63% are "not engaged." If this is the case, then why not integrate coaching into your talent management strategy, not only to increase employee engagement, but to achieve other talent development goals such as developing certain competencies like problem-solving, strategic thinking or filling your talent pipeline with ready-now talent for upward or lateral assignments?

In order to integrate coaching into your talent management strategy, Renee Robertson recommends the following five steps should be taken.

David Hain's insight:

Good sense in this piece about how to make coaching a way of life - remember, it's a philosophy before it's a technique!

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Graeme Reid's curator insight, June 16, 7:45 PM

By engaging in coaching, you’re making a decision to replace mediocrity with high-performance.

Ian Berry's curator insight, June 17, 6:57 PM

Like David Hain's insight that it's a philosophy before a technique

 

Like the Wikipedia bit too "includes conversations of deep engagement" This requires a great commitment from everyone involved

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How can women climb the leadership ladder?

How can women climb the leadership ladder? | Organisation Development | Scoop.it
Collaboration, empathy and flexibility – all crucial for effective leadership – are traditionally perceived as female traits. Yet a new cross-sector study by Caliper finds that female leaders also display the traditional male characteristics of persuasiveness, assertiveness and willingness to take risks.

My own view is that leadership is a fluid, nuanced process; you need to be adept at switching your style and be culturally adaptive as needed. Perhaps because women need to fight harder against ingrained bias and the status quo, we need to be more tenacious and determined to work our way up the leadership pipeline. Yet we are inclusive by nature; we try to bring people along with us. As such, women are setting a new standard of modern leadership.

Since I was appointed to a global CEO role at Maxus, I have been asked more and more about leadership in a gender context. It’s an often-quoted stat, but at Davos this year only 17% of the participants were women. The gender question just keeps coming up – and so it remains relevant.
David Hain's insight:

Female CEO on the need for greater visibility as gender role models, and the blocks to overcome.

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What motivates us at work? More than money

What motivates us at work? More than money | Organisation Development | Scoop.it
“When we think about how people work, the naïve intuition we have is that people are like rats in a maze,” says behavioral economist Dan Ariely (TED Talk: What makes us feel good about our work?) “We really have this incredibly simplistic view of why people work and what the labor market looks like.”

Instead, when you look carefully at the way people work, he says, you find out there’s a lot more at play — and at stake — than money. Ariely provides evidence that we are also driven by the meaningfulness of our work, by others’ acknowledgement — and by the amount of effort we’ve put in: the harder the task is, the prouder we are.

“When we think about labor, we usually think about motivation and payment as the same thing, but the reality is that we should probably add all kinds of things to it: meaning, creation, challenges, ownership, identity, pride, etc.,” Ariely says.

Below, take a look at some of Ariely’s other studies, as well as a few from other researchers, with interesting implications for what makes us feel good about our work.
David Hain's insight:

"Knowing that our work helps others may increase our unconscious motivation" - one of several findings from motivation research here.

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Carol Rine's curator insight, May 26, 9:03 AM

Love this: 

Tony Brugman (Bright & Company)'s curator insight, June 18, 9:00 AM

I like Dan Ariely's work and TED contributions on work and motivation. Here is a nice overview of some of his (and colleagues') other research in this field of research. Some of the research headlines:

 

- "The less appreciated we feel our work is, the more money we want to do it."

- "The harder a project is, the prouder we feel of it"


Sounds familiar?

Gary Johnsen's curator insight, June 21, 9:04 AM

Good summary of research on employee motivation models

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Vulnerability Assessment Model MindMap

Vulnerability Assessment Model MindMap | Organisation Development | Scoop.it
What is Vulnerability Assessment? A vulnerability assessment is the process of identifying, quantifying, and prioritizing (or ranking) the vulnerabilities in a system. (Source: Wikipedia)

Via Mark E. Deschaine, PhD, Jocelyn Stoller
David Hain's insight:

Useful OD instrument!

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Standing up for management

Standing up for management | Organisation Development | Scoop.it
A few months ago, the all party Commission on the Future of Management (CFM) and Leadership5 published the results of their survey on the state of management in the UK. It does not make happy reading. One of the key conclusions is that the UK needs a million new managers by 2020, that’s almost 200,000 new managers a year. Sadly, it also reported that 71 per cent of managers admit that their business could do better when it comes to training new managers. Even worse, 43 per cent of line managers rate their own managers as ineffective. The Office for National Statistics’ figures6 released in 2014 show that output per hour worked in the UK is lower than the average for the other six members of the G7 – the US, Germany, France, Italy, Japan and Canada. With the best will in the world, we have to admit that we are getting things wrong. The CFM report concludes, gloomily but accurately that: “Since management and productivity are intrinsically linked, it is likely that management practice is one of the major factors holding the UK back from achieving its full economic potential.”
David Hain's insight:

Where do you stand on the leader/manager debate?  I think it's irrelevant and the wrong question!

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What HR Needs Take On Business Leadership and Strategy

What HR Needs Take On Business Leadership and Strategy | Organisation Development | Scoop.it
To transition from transactional management to business leadership and strategy, HR needs a plan
HR can have the best competency model in the world, but if leadership isn’t “bought in” to the strategic role of HR and the organization's infrastructure doesn’t support a more strategic and accountable environment, then HR will have a difficult journey to business leadership.
So the first step to a successful transition is a much-needed pause for planning. Planning is key to execution. By taking a proactive, well thought-out approach, HR increases its chances for successful execution. Plan for resistance, plan to change the plan, plan the communication and plan for a very interesting journey.

Here are five "what's" HR needs to do to become the strategic business leaders they and their organizations deserve.
David Hain's insight:

A short playbook for would be HR influencers.

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5 Reasons Why HR Is Not A Function Anymore

5 Reasons Why HR Is Not A Function Anymore | Organisation Development | Scoop.it
According to research by my colleague Fawn Fitter, HR has managed to edge its way into the C-suite in some companies, with mixed results. In some cases, the invitation is disingenuous and the CHRO gets to sit there and listen while everyone else makes the real decisions. In other cases, the top HR executives simply don’t have the necessary business chops to add much to the discussion.

This has got to change. In a recent interview with Fawn, Karie Wilyerd, Vice President of Enablement of Learning, SAP Education, and User Adoption for SAP, cited five strategic areas where HR must manage coming changes:
David Hain's insight:

5 strategic areas for HR credibility

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How Unconventional, Experiential Learning Is Reshaping Higher Education

How Unconventional, Experiential Learning Is Reshaping Higher Education | Organisation Development | Scoop.it
In this article, I highlight the dynamic diversity of unconventional, experiential learning providers and related exemplars, who promote fairly personalized instruction, who do not merely instruct online, and who are not degree-granting programs or institutions. These exemplars — the majority related to entrepreneurship — are by no means comprehensive. I caught up with these folks recently.
David Hain's insight:

Experiential learning experiments adding value to HE.

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