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Motivar l’aprenentatge des del joc: ludificació lliure o disseny de pensament reflexiu? | Fundacio Jaume Bofill

Motivar l’aprenentatge des del joc: ludificació lliure o disseny de pensament reflexiu? | Fundacio Jaume Bofill | Pedagògic | Scoop.it
RT @sebastiani64: Acte en línia MOTIVAR L'APRENENTATGE DES DEL JOC (10 de Novembre a les 18 hores) https://t.co/hSQmjSQaFw via @FundacioBof…
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7 Things Leaders Do to Help People Change

7 Things Leaders Do to Help People Change | Pedagògic | Scoop.it

A study of 2,852 direct reports of 559 leaders found that some behaviors were more helpful in changing others.


Via Kenneth Mikkelsen
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Tania Padierna's curator insight, September 21, 2015 5:29 PM

Las palabras convencen a otros, pero el ejemplo arrastra...

Boost Your Sales's curator insight, October 11, 2015 6:53 AM

...and always practice it!

Davell Logan's curator insight, October 27, 2015 4:52 PM

Excellent 6 facts.

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The Dawn of System Leadership

The Dawn of System Leadership | Pedagògic | Scoop.it

The deep changes necessary to accelerate progress against society's most intractable problems require a unique type of leader - the system leader, a person who catalyzes collective leadership.


At no time in history have we needed such system leaders more. We face a host of systemic challenges beyond the reach of existing institutions and their hierarchical authority structures. Problems like climate change, destruction of ecosystems, growing scarcity of water, youth unemployment, and embedded poverty and inequity require unprecedented collaboration among different organizations, sectors, and even countries. Sensing this need, countless collaborative initiatives have arisen in the past decade - locally, regionally, and even globally. Yet more often than not they have floundered - in part because they failed to foster collective leadership within and across the collaborating organizations.



Via Kenneth Mikkelsen
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Ian Berry's curator insight, January 23, 2015 9:12 PM

There's a lot to like in this article and much to contemplate. I particularly like the 3 core capabilities of see the large system, further reflection and more generative conversations, and shifting from reactive problem-solving to co-creating the future.

Jason Leong's curator insight, January 25, 2015 7:13 PM

"System leaders like Baldwin and Winslow understand that collective wisdom cannot be manufactured or built into a plan created in advance. And it is not likely to come from leaders who seek to “drive” their predetermined change agenda. Instead, system leaders work to create the space where people living with the problem can come together to tell the truth, think more deeply about what is really happening, explore options beyond popular thinking, and search for higher leverage changes through progressive cycles of action and reflection and learning over time. Knowing that there are no easy answers to truly complex problems, system leaders cultivate the conditions wherein collective wisdom emerges over time through a ripening process that gradually brings about new ways of thinking, acting, and being.


For those new to system leadership, creating space can seem passive or even weak. For them, strong leadership is all about executing a plan. Plans are, of course, always needed, but without openness people can miss what is emerging, like a sailor so committed to his initial course that he won’t adjust to shifts in the wind. Even more to the point, the conscious acts of creating space, of engaging people in genuine questions, and of convening around a clear intention with no hidden agenda, creates a very different type of energy from that which arises from seeking to get people committed to your plan."

Debbie Diaz-Arnold's curator insight, January 28, 2015 4:41 AM

Becoming a systems leader: capacity building at its best.

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Leading Minds Instead of Managing Behavior

Leading Minds Instead of Managing Behavior | Pedagògic | Scoop.it

We are in the midst of a paradigm shift that, at times, can be disconcerting. But if we embrace the new worldview that science gives us, we stand to be far more effective managers. The place to start is with an understanding of three fundamental discoveries about how the brain works.



Via Kenneth Mikkelsen
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Ben Olmos's curator insight, March 1, 2015 4:48 PM

Feedback is a very important activity managers perform often in their role; however, for many it is difficult to understand why feedback is not effective.  After all, it's not as if the two people sitting in the room are speaking a different language.  How to deliver feedback is a hot topic.  In fact, there are a number of management training courses and articles written on the best and most effective ways to deliver feedback; however, may the approach for providing feedback is all wrong.  Jacobs explains that there is emerging research providing insight on why we may need to change our view of feedback and the effect it has upon those receiving it.  According to recent research, criticism has a negative effect on performance, which is probably not all that surprising.  However, it has also been found that there is no correlation between praise and improvement either.  Take a look at the following to understand how managing behavior is less effective than leading minds.  

Owen Roper's curator insight, March 19, 2015 9:23 AM

In the words of Napoleon Hill, If you can control your mind, your thoughts. Then what you can believe, you can achieve, you will receive it. The Masters Plan goes hand in hand with the Master Mind theory.

Hanne Alsen's curator insight, June 17, 2015 3:28 PM


I OVERGANGE eller forandringer, er du da en elefant (der er god til at løfte tunge ting) eller er du en cirkus-artist (med nye tricks til hver sæson) ?

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Miquel Àngel Alegre: "Cal mesurar el que fem per saber si genera canvis: educar va d'això"

Miquel Àngel Alegre: "Cal mesurar el que fem per saber si genera canvis: educar va d'això" | Pedagògic | Scoop.it
Miquel Àngel Alegre, sociòleg i analista d'Ivàlua, és un ferm defensor de les proves externes, però sempre que s'usin els seus resultats amb seny.
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Peter Senge: The Heart of Transformation

Peter Senge: The Heart of Transformation | Pedagògic | Scoop.it

Walter Link and Peter Senge discuss inner work, organizational development, sustainable agriculture and how to change society and organizations.

 


Via Kenneth Mikkelsen
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Kenneth Mikkelsen's curator insight, September 7, 2015 12:12 PM

Quoting China’s Confucius, Peter Senge summarizes: ‘To become a leader, you first have to become a human being’. 


Shivangi Walke's curator insight, September 9, 2015 5:32 AM

Senge has further developed his thinking after the prolific '5th Discipline'. I am particularly enthused by the neuroscience data that proves ancient wisdom such as the mindfulness practices from Buddhism.  

Ante Lauc's curator insight, October 1, 2015 3:19 AM

PS is autopoietic person, but his followers are far from learning organization. We need it, because we are full of failures.

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The Neuroscience Of Being A Good Leader

The Neuroscience Of Being A Good Leader | Pedagògic | Scoop.it

Find out why it's important for leaders to understand how people feel about the freedom they have and their relationships at work.


Via Kenneth Mikkelsen
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Charlotte Hitchcock's curator insight, January 24, 2015 4:11 AM

Excellent article. More managers need to be aware of the negative impact of "micromanaging "  on their teams