Rescato y adapto para este post unas ideas de un escrito de hace años, que me parece que tienen plena actualidad.
Se trata del informe National Report on Identificaction: Assessment and Recomendations for Comprehensive Identification of Gifted and Talented Youth presentado por Richert, Alvino y McDonnel en 1982 y que fue llevado a cabo bajo los auspicios del Departamento Federal de Educación (Richert, y cols., 1982; Richert, 1991).
En este informe se realizaba un análisis de la situación de todos los estados (de EE.UU) respecto a la identificación y sus prácticas. Algunas de sus conclusiones y recomendaciones, resumidas también por Davis y Rimm (1994), las recojo a continuación.
El proceso de identificación, según se desprende del citado informe y los trabajos a él referidos, debe estar guiado por cinco principios básicos: Los intereses de todos los alumnos deben constituirse en guía de todo el proceso (advocacy).
Los procedimientos deben basarse en las mejores evidencias y recomendaciones de la investigación (defensibility).
Deben garantizar el máximo grado de equidad, es decir, que ningún alumno debe quedar al margen de la posibilidad de ser seleccionado para recibir ayudas específicas (p. e. minorías, desaventajados, etc.) (equity).
La definición que se adopte debe ser lo más amplia posible (pluralism).
Debe procurarse que el mayor número de alumnos sean identificados y atendidos (comprehensiveness)......
Speaking from personal experience, here are 10 tips that our team has put into play that have made a significant difference in improving our work-life balance.The number one thing we hear from all our of clients is that they don’t have enough staff or enough time to get all of the job done. Many leaders have described to us the level of stress they feel because they know they could do so much more if only they had more time or more people. What many leaders do to compensate is take their work home with them and literally work day and night. This isn’t healthy for the manager, the direct reports, or the organization......
Once you have made a decision about an applicant for some reason (such as the way they filled out the application blank or something you like or don’t like about their resume or appearance or the way they sounded …...
These are scary times for managers in big companies. Even before the Internet and globalization, their track record for dealing with major, disruptive change was not good.
Out of hundreds of department stores, for example, only one—Dayton Hudson—became a leader in discount retailing. Not one of the minicomputer companies succeeded in the personal computer business. Medical and business schools are struggling—and failing—to change their curricula fast enough to train the types of doctors and managers their markets need. The list could go on.It’s not that managers in big companies can’t see disruptive changes coming. Usually they can. Nor do they lack resources to confront them. Most big companies have talented managers and specialists, strong product portfolios, first-rate technological know-how, and deep pockets. What managers lack is a habit of thinking about their organization’s capabilities as carefully as they think about individual people’s capabilities.
In a way, innovation is like sex: those talking about it most are probably doing it the least. Before founding IdeaFaktory, I've had the privilege (and collateral hair loss) of innovating at top Fortune 100 firms, where ‘talk’ was unavoidable.
From the early days of online learning, there has been an emphasis on enabling learners to construct knowledge through questioning, discussion, the analysis of resources from multiple sources, and instructor feedback.
Think you're a great leader? Make sure you aren't guilty of one of these three reality-distorting traits.
Every great leader possesses a degree of what Walter Isaacson (in his biography of Steve Jobs) describes as "an ability to distort reality."
What Isaacson meant is that Jobs forced his will on Apple, often pushing people to create things they never thought possible--a powerful asset in any leader.
But that reality distortion effect works both ways. It also means that every leader, to a greater or lesser degree, distorts the reality around themselves, leading to tensions, inconsistency, and bad decisions.
There are two reasons why leaders who live in a bubble become so dangerous to themselves and those they lead.
Like most things in life, effective networking cannot be achieved by just following the steps in a recipe book. It is a skill that comes with practice. Probably you learned rudimentary networking during your previous career and now you need to upgrade it to suit your new situation. You will need to change or improve some of your networking techniques.However, the key to success will remain the same: your attitude towards helping others. If you only want to receive, it will be very hard for people to help you. If you do not greet, they will not greet you. If you do not help, they will not help you. If you do not give information, they will not give you information. It’s the ‘boomerang effect’.
Networking needs practice. Advanced networking needs a lot of practice! You didn’t learn to ride a bike by reading how to do it. You went to the park and practiced. When you first learned networking, you learned by doing. Now you need to go to the next level: advanced networking. Reading a book is not enough. You need to get out and apply your reading so that it becomes learning. Let’s go back to our bike analogy. You can ride a bike and hope to do the Amateur Tour de France. You need to read a book on how to train for it. The most important part will be getting out and training!
Ha llegado el momento de dejar atras el pesimismo, de dejar de actuar como víctimas y empezar a cambiar el mundo. Al menos el metro cuadrado que tienes a tu alrededor. Y la herramienta principal es tu sentido común.
We need to know....We are addicted, quite literally, to information.Why is that? John Coates addresses the issue in his recently released book "The Hour Between Dog and Wolf."
It's all about dopamine — a much-researched neurotransmitter produced at the top of the brain stem which targets brain regions that control reward and movement.
"When we receive some valuable piece of information, or perform some act that promotes our health and survival, such as eating, drinking, having sex or making large amounts of money, dopamine is released along what are called the pleasure pathways of the brain, providing us with a rewarding, even euphoric, experience. In fact our brain seems to value the dopamine more than the food or drink or sex itself," explains Coates.
There are dopamine-driven cravings too. Recreational drugs, for instance, trick dopamine neurons into providing their rewards. But they're not the only thing that makes you yearn for more.
Coates elaborates:
"What else besides drugs of abuse can create a dopamine-driven craving? If dopamine fuels a desire for information and unexpected reward, perhaps it also fills us with a burning curiosity.
"Perhaps curiosity itself, the need to know, is a form of addiction, making us race to the end of a good mystery novel, or driving scientists to work day and night until they discover insulin, say, or decode the structure of DNA, scientific breakthrough being the ultimate hit of information.
"When the Theory of General Relativity dawned on Einstein, he must have had the mother of all dopamine rushes."
Dopamine doesn't simply make us want more information. It surges most when we're performing a physical action that leads to an unexpected reward, and this makes us want to repeat the actions we took to get to that point, or figure out new ways to do it. So, we're always looking for different "search patterns" as we quest for information.
Nathaniel Houghton, Congo Leadership Initiative This week I’ve polled a variety of people with experience in crowdfunding to identify the secrets for success for social entrepreneurs. I’ve talked to people who’ve tried to raise money using crowdfunding...
If there was one question I’d like to hurl into deep space, “What’s in it for me?” would be it. The main reason is that the “What’s in it for me?” question breaks down our hope that we might
accomplish something special together, and allbe better for it.When individuals prioritize their own needs and gains at the expense of others, our sense of relatedness decreases—and both intra-team competition and interpersonal suspicion increase.......
This was one of the key questions that Tom Davenport, Larry Prusak, and I set out to answer a decade ago in our book, What's the Big Idea? Creating and Capitalizing on the Best New Management Thinking. Part of our initial response was to rank management gurus according to the measurable influence of their ideas; we were the first researchers to use scholarly methods to do so. We also analyzed the top 50 ranked HBR articles of all time (by reprint sales).
The breadth of article topics was large and the sample of rhetorical styles diverse. Shifting from Drucker's erudition and measured tone to Hammer's revolutionary and provocatively violent declarations ("don't automate, obliterate") was a bit dizzying.....
n my teambuilding workshops, one of the exercises I often do is to ask the participants the following questions, What does good teamwork look like?
and ”What do I need from my co-workers?; What do I need in terms of personal satisfaction?; and What do I need in reference to worthy work in order to make my job more positive, productive and joyful?”Although your team may have different answers, here is a compilation of what my attendees have said over the last 20 years of delivering workshops on building stronger customer and workplace relationships.......
An amazing picture by Dwayne Godwin and Jorge Cham from PhD Comics. Click for the full size image just published at the Scientific American site. Definitely worth seeing in its hi-res glory. ...
As a kid, my favorite cartoon was Popeye because he was an ordinary guy who had the courage to do extraordinary things. He drew upon a strong mind and inner strength.
Are you waiting for life events to turn out the way you want so that you can feel more positive about your life? Do you find yourself having pre-conditions to your sense of well-being, thinking that certain things must happen for you to be happier?...........
What is your perception of Coaching?(Coaching is a valuable resource for Leaders, keeping you focused, highlighting blind spots and helping your grow....)...
A recent article(in Spanish) by the Diario de Navarra summarised the El Ser Creativo Express event in Pamplona at the end of October 2012.It was a great pleasure to give one of the six keynotes at that event. Each of them was strictly 21 minutes long. It was a great success.
Some excerpts (translated) of the article:
Carl Honoré: “Slowing down has positive effects as encouraging creativity and improving communication.”Catalina Hoffmann: “Everything is possible. Follow your dream.”Jordi Robert-Ribes: “It’s important to have diversified professional contacts and see through their eyes to get new perspectives.”Josep Amorós: “The European rigidity prevents creativity.”Ignacio Pérez Doslet: “We need to learn from how the USA improves on creativity.”Mario Alonso Puig: “He explained, with scientific rigour, how the creative process start with passion and enthusiasm.”
A perfect storm of power....When first introduced to a leader, we immediately and unconsciously assess him or her for warmth and authority.Obviously the most appealing leaders are seen to encompass both qualities, and the least effective leaders are those we regard as cold and inept. But as Harvard Business School professor Teresa Amabile described in an aptly titled article, “Brilliant but Cruel,” the problem is that we often see competence and warmth as being negatively related—warm leaders don’t appear as intelligent or skilled as those who are more negative and meaner, and tough leaders are judged far less likeable.......
An interesting pattern begins to emerge when you look at which issues leaders seem to struggle with clearly identifying as areas of weakness or risk within their organization...... Independent of culture, geography or industry, the same areas or threats arise again and again.
Creo que, actualmente, una gran mayoría de personas ve la ética como parte de la personalidad o del carácter y pocas nos planteamos que la ética es un proceso continuo de aprendizaje, mejora y, por lo tanto, de evolución.Como profesional de “desarrollo profesional”, parto de la base que para ser ético, hay que querer, poder y saber serlo y los tres niveles son igualmente importantes. Si no hay actitud en pro de la ética, ya puede tener una persona todas las capacidades del mundo, que las utilizará de forma tóxica, ahora bien, la actitud, por sí misma, tampoco es suficiente, aunque sea una de las mejores bases de inicio.
Quien quiere ser ético y persevera, acaba pudiendo, aunque también es cierto que por mucho que quieras, si no sabes cómo llevarlo a cabo o expresarlo, normalmente tu fortaleza flaquea o si tienes una baja autoconfianza y autoestima, te puede hacer dudar de tus propios argumentos, con lo que, con el tiempo, se puede convertir en una fuente de frustración y terminar llevando al escepticismo o/y al cinismo, como podemos ver en muchos casos de personas de grandes ideas e inicios éticos, que terminan poco menos que en el punto opuesto......
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