Aspiring junior executives dream of climbing the ladder to gain more authority. Then they can make things happen and create the change that they believe in. Senior executives, on the other hand, are often frustrated by how little power they actually have.
The problem is that, while authority can compel action, it does little to inspire belief. It’s not enough to get people to do what you want, they also have to want what you want — or any change is bound to be short lived.
That’s why change management efforts commonly fail. All too often, they are designed to carry out initiatives that come from the top. When you get right down to it, that’s really the just same thing as telling people to do what you want, albeit in slightly more artful way. To make change really happen, it doesn’t need to be managed, but empowered. That’s the difference between authority and leadership.
As a follow-up to my earlier post about the brain and gut decisions, I want to share my conversation with Erica Ariel Fox for my Leadership: A Master Class about how intuition can factor into good decision-making. Erica Ariel Fox is a lecturer on Law at Harvard Law School, and part of the internationally acclaimed Program on Negotiation at Harvard Law School.
“Let’s look at Malcolm Gladwell’s concept of thin-slicing. My interpretation: you are in fact cognitively perceiving data, it’s just that you’re doing it so quickly. With pattern recognition from past experience, what you experience as intuitive is actually just unbelievably quick cognitive processing.
There are also arguments that when the emotional part of the brain is damaged, people can’t make decisions: you need the right and left hand side of the brain, the cognitive and the emotional. I think that is right for certain kinds of decisions, such as when you’re gathering information and trying to make meaning or make sense out of information.
But these approaches to decision-making don’t address what might be called direct knowing: I know this, but I don’t know how I know it. I didn’t read it in a book. Nobody told it to me. I didn’t have an Excel spreadsheet that laid it out for me. Nonetheless, I know it.
I think we have a set of skills that coaches and leaders who work with teams might call “reading the room.” Others call it attunement or discernment. It’s not data processing and thin-slicing, and it’s also not having an emotional evaluation of decisions. It’s a sensing. When I work with a team in crisis, tuning in to the group’s feelings and emotions really helps me ask the right questions about what’s happening.
People will be shocked when they think back over the course of their lives, ‘when I made that decision, I actually knew it was wrong, but I didn’t trust the part of me that was telling me not to do it.’ Or they say, ‘It was the craziest thing. I made this decision. Everyone in my life thought I was insane, but I just knew it was right, and it turned out it was the best decision I ever made.’”
How does this concept resonate with you? How would you explain intuition in relation to decision-making?
At the heart of this move to Education 3.0 is learner engagement, something that has been lacking in classroom learning thus far. Contrary to being a fault of any teacher, low-engagement is simply a byproduct of curriculum’s irrelevance to students’ immediate and future situations.
Parent involvement continues to challenge practitioners engaged in school reform despite being a required component of many school improvement initiatives-from Title I Schoolwide Programs to federally mandated school improvement plans. The benefits of parent involvement are clear: A growing body of research shows that successful parent involvement improves not only student behavior and attendance but also positively affects student achievement.
On the surface Riddle is a great free tool for creating a variety of quizzes and polls that can have rich media embedded into them, but when you look below the surface it's actually a pretty sophisticated tool for quickly authoring engaging elearning.
This report introduces connected learning, a promising educational approach that uses digital media to engage students’ interests and instill deeper learning skills, such as communication, collaboration, and critical thinking. The report lists four elements constituting connected learning’s emphasis on bridging school, popular culture, home, and the community to create an environment in which students engage in and take responsibility for their learning.
Creativity works in mysterious and often paradoxical ways. Creative thinking is a stable, defining characteristic in some personalities, but it may also change based on situation and context. Inspiration and ideas often arise seemingly out of nowhere and then fail to show up when we most need them, and creative thinking requires complex cognition yet is completely distinct from the thinking process.
Parents across the world today need to have a new conversation with their kids. No, it’s not about behaving in class, not talking to strangers, or having sex. But in so many ways, it's just as important. It’s data permanence. How we can preserve our reputations in the digital era?
It’s a conversation that will look very different in different parts of the world. In some places, kids will have to think twice before posting photos of teenage escapades, given how such photos may look to others in a professional environment even many years later. In other places, kids will have to be careful of posting any items that may “dishonor” them or their family in some way.
In still other places, kids will have to think about whether what they post on sensitive political, ethnic, or religious issues may define them long after they have changed their views.
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