School Leadership, Leadership, in General, Tools and Resources, Advice and humor
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School Leadership, Leadership, in General, Tools and Resources, Advice and humor
Tools, tips, resources, advice, and humor to support today's school leader and leaders, in general
Curated by Sharrock
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The Collapse of Expertise and Rise of Collaborative Sensemaking

The Collapse of Expertise and Rise of Collaborative Sensemaking | School Leadership, Leadership, in General, Tools and Resources, Advice and humor | Scoop.it
If organizations are going to thrive in turbulent times, they must surrender many of their most cherished assumptions and start leveraging the power of collaborative knowledge. But this won’t be easy as most continue to believe in the same top-down knowledge management strategies common to the machine age.

In the social era, the power of collaboration is key and collaborative knowledge generation–or sensemaking–is essential for staying competitive amidst the messy, complex challenges that define our hyper-connected universe.

But there’s a glitch: paying workers to collaboratively solve problems and cultivate ideas flies right in the face of traditional management thinking and its belief that the only valid source of knowledge is authoritative expertise. So, clearly, a new understanding about knowledge and the role of expertise is needed.
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Management Time: Who's Got the Monkey?

Management Time: Who's Got the Monkey? | School Leadership, Leadership, in General, Tools and Resources, Advice and humor | Scoop.it
Business management magazine, blogs, case studies, articles, books, and webinars from Harvard Business Review, addressing today's topics and challenges in business management.
Sharrock's insight:

This is about leadership, time management, and supervision. Full article can be found online here: http://www.hfrr.ksu.edu/doc2361.ashx. ;

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How to Manage Biased People

How to Manage Biased People | School Leadership, Leadership, in General, Tools and Resources, Advice and humor | Scoop.it
By now it’s generally accepted that if senior leaders suffer from cognitive biases their decisions can severely undermine company performance.

Via Thomas Faltin
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The Leaders We Need

The Leaders We Need | School Leadership, Leadership, in General, Tools and Resources, Advice and humor | Scoop.it
Michael Maccoby, director of the Project on Technology, Work, and Character; author of
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The Great Transformation - Lead Article for 2014 Drucker Forum

The article is intended to provide the backdrop for the 2014 Global Peter Drucker Forum in Vienna. It deals with the challenges and opportunities for management in the face of the gigantic changes that we are experiencing in our society. Technology is a game changer - yet it will lead down the wrong path if not accompanied the appreciation of the essence of what it means to be human. Humanist leaders must provide the context and grounding for a society that is in danger to become increasingly technology obsessed. Hence the call for a 2nd Renaissance.


Via Kenneth Mikkelsen
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Leadership Turns On the Lights

Leadership Turns On the Lights | School Leadership, Leadership, in General, Tools and Resources, Advice and humor | Scoop.it
I have worked with people who seemed to think their authority came from keeping the rest of us in the dark. They told us only what they thought we needed to know. They withheld information that would have helped us do a better job.

Via Ryan Hines
Sharrock's insight:

Transparency is more complex than people tend to believe. It applies to how information/data is chosen, why it is relevant to the problem solving and decision making. Transparency also applies to the processes of problem solving, related concerns, laws/regulations/policies restricting certain actions, and can include domain specific conventions and strategies that may not be easily grasped in a sentence or two. Charts and graphs are only a small piece to the facilitation of transparency.

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Ivon Prefontaine's curator insight, January 29, 2014 6:53 PM

It is a great metaphor. It is not just leaving people in the dark it is about surprising them as well. With the lights on we have a chance to see where the next step might land.

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What's the Difference Between Leadership and Management?

What's the Difference Between Leadership and Management? | School Leadership, Leadership, in General, Tools and Resources, Advice and humor | Scoop.it

Management and leadership practises were once just a subject for TV sitcoms – the Office's David Brent, a master of 'management speak', was celebrated as an example of all that is bad about bosses.

 

But recent scandals, such as those concerning the BBC, NHS and the banking sector, have forced the debate about management and leadership up the agenda. Employers and politicians alike are now asking how our public and private bodies should be organised – and how we can prepare the next generation of leaders.

 

Key to the problem is understanding the difference between management and leadership, says John Kotter, Konosuke Matsushita professor of leadership at Harvard University. He fears that too often, employers use the terms synonymously.


Via The Learning Factor, george_reed
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Roy Sheneman, PhD's curator insight, July 30, 2013 1:41 PM

The turth is, we need both leaders and managers. One cannot exist without the other. Too often wwe look for ways to segregate ourselves along artificial lines. The key is to build bridges that unite and define, not barriers that divide and deminish. 

Enzo Guardino's curator insight, August 3, 2013 11:37 PM

Very interesting article by Rebecca Ratcliffe

Mariano Ramos Mejia's curator insight, March 30, 11:47 AM

While management and leadership are distinct concepts, there is a natural overlap between the skills they require. Rebecca Ratcliffe explores

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Creative Management Lessons From The Difficult Men Who Changed Television

Creative Management Lessons From The Difficult Men Who Changed Television | School Leadership, Leadership, in General, Tools and Resources, Advice and humor | Scoop.it
In his new book Difficult Men: Behind the Scenes of a Creative Revolution, GQ correspondent Brett Martin gives us a dishy history of the transformation of the TV drama. Martin’s title has two senses.
Sharrock's insight:

A great question in thie article: "Simon was sometimes puzzled that people thought he was angry at them personally, when in fact he simply saw himself engaged in healthy debate. How do you challenge someone without seeming like a jerk?"

 

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