Benjamin S. Bloom extensively contemplated the nature of thinking, eventually authoring or co-authoring 18 books. According to a biography of Bloom, written by former student Elliot W. Eisner, "It was clear that he was in love with the process of finding out, and finding out is what I think he did best. One of Bloom's great talents was having a nose for what is significant" (2002).
Although it received little attention when first published, Bloom's Taxonomy has since been translated into 22 languages and is one of the most widely applied and most often cited references in education. (Anderson & Sosniak, 1994, preface), (Houghton, 2004), ( Krathwohl, 2002), ( oz-TeacherNet, 2001). As of this writing, three other chapters in this ebook make reference to Bloom's Taxonomy, yet another testament to its relevance.
David J. Williamson, MBA, PhD, PMP, ITIL-F's insight:
From the article: "Bloom's Taxonomy is a multi-tiered model of classifying thinking according to six cognitive levels of complexity. Throughout the years, the levels have often been depicted as a stairway, leading many teachers to encourage their students to "climb to a higher (level of) thought." The lowest three levels are: knowledge, comprehension, and application. The highest three levels are: analysis, synthesis, and evaluation....
Clearly, Bloom's Taxonomy has stood the test of time. Due to its long history and popularity, it has been condensed, expanded, and reinterpreted in a variety of ways. Research findings have led to the discovery of a veritable smorgasbord of interpretations and applications falling on a continuum ranging from tight overviews to expanded explanations. Nonetheless, one recent revision (designed by one of the co-editors of the original taxonomy along with a former Bloom student) merits particular attention."
But it's not always factored into change management processes. The Katzenbach Center study found that the least successful change initiatives tended not even to consider culture. And more successful initiatives leveraged ...
We have been bombarded with rapid innovation and change since the dawn of the industrial revolution. In fact, companies are so aware of the changes in the world around us that they have change management processes ...
Among the early insights is this: Organizations face myriad challenges in moving to a data-driven model of customer-centric marketing, not least of which is cultural – and, as often follows - organizational change.
Here's a real shocker: In a survey of 3,300 senior managers and human resource professionals reported by Rob Lebow in his Washington CEO magazine. 75% of all organizational change programs fail. Why is change so ...
My classmates and I are in the Design for Social Innovation program because we identified problems in our communities, companies, or cultures and are keen to figure them out. But before talking about any solution or outcome, one must first frame the problem—by thoughtfully examining the system it’s part of to understand where and how to get involved.
Learning to use systems thinking, a holistic approach to problem solving that emphasizes contextual understanding, has helped me with team management, project planning, creative work, and even relationships. And for wicked problems like healthcare that confront business, nature, and society, it’s proving to be imperative.
So, where to even begin? “We have to invent boundaries for clarity and sanity,” advises systems thinking pioneer Donella Meadows. Sometimes a simple infographic works to tell the story.
Designing visual maps and models helps us immediately find connections and describe relationships. Creating models helps in seeing the big picture and one's place within it.
In practice, change management plays out on several different levels within the organization. To provide clarity to this rapidly emerging and evolving discipline and to understand how it is practiced within organizations, Prosci and the Change Management Learning Center are releasing a tutorial series on the Levels of Change Management. This series will examine change management on three distinct levels:
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