Margaret Wheatley writes and teaches about the power and influence we must invoke in order to step forward and serve humanity in these troubling times. As things grow darker and more difficult she summons us to reclaim leadership as a noble profession that creates possibility and humaneness in the midst of increasing fear and turmoil by creating ‘Islands of Sanity’.
For more than 40 years Meg has taught, consulted and advised a broad variety of organisations from the US Army to the Girl Scouts. From CEOs and governments to small town councils. From universities to aboriginal villages.
Meg is author of nine books, from the classic ‘Leadership and the New Science’ to her newest book ‘Who Do We Choose To Be? Facing Reality, Claiming Leadership, Restoring Sanity’. She continues to be honoured for her ground-breaking work by many professional associations, universities and organisations worldwide.
Meaning is the annual gathering for people who believe business can and must be a force for positive change in our dynamic and volatile world. It happens in Brighton, UK every November and brings together an audience of 500 passionate people who want to be part of the solution to the challenges of our time.
To subscribe for news or buy tickets visit meaningconference.co.uk. Or you can follow @MeaningConf on Twitter.
Margaret Wheatley writes and teaches about the power and influence we must invoke in order to step forward and serve humanity in these troubling times. As things grow darker and more difficult she summons us to reclaim leadership as a noble profession that creates possibility and humaneness in the midst of increasing fear and turmoil by creating ‘Islands of Sanity’.
For more than 40 years Meg has taught, consulted and advised a broad variety of organisations from the US Army to the Girl Scouts. From CEOs and governments to small town councils. From universities to aboriginal villages.
Meg is author of nine books, from the classic ‘Leadership and the New Science’ to her newest book ‘Who Do We Choose To Be? Facing Reality, Claiming Leadership, Restoring Sanity’. She continues to be honoured for her ground-breaking work by many professional associations, universities and organisations worldwide.
Meaning is the annual gathering for people who believe business can and must be a force for positive change in our dynamic and volatile world. It happens in Brighton, UK every November and brings together an audience of 500 passionate people who want to be part of the solution to the challenges of our time.
To subscribe for news or buy tickets visit meaningconference.co.uk. Or you can follow @MeaningConf on Twitter.
Recent shifts in international education reveal that when it comes to meeting the needs of highly able and advanced learners, the real issue is ensuring equity…
This classic group learning strategy can help students communicate, collaborate, and empathize with one another—fighting back against a growing sense of disconnection in schools.
The “jigsaw classroom” is a cooperative learning approach originally designed by psychologist Elliot Aronson to build up empathy in recently-desegregated classrooms. In the jigsaw system, each student receives one small part of a bigger lesson—then, in small groups, students have to pool their knowledge together and teach each other what they learned. “Aronson compared it to gift-giving,” says social psychologist Geoffrey Cohen. “When I give a gift, I feel a sense of attachment to the person I’m giving it to—and vice versa.”
Cohen walks us through the classic jigsaw research from the 1970s, and lays out how the strategy can help the modern-day teacher looking to boost empathy, collaboration, and a sense of belonging in their classroom.
Conquer the most essential adaptation to the knowledge economy The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth offers practical guidance for teams and organizations who are serious about success in the modern economy. With so much riding on innovation, creativity, and spark, it is essential to attract and retain quality talent—but what good does this talent do if no one is able to speak their mind? The traditional culture of "fitting in" and "going along" spells doom in the knowledge economy. Success requires a continuous influx of new ideas, new challenges, and critical thought, and the interpersonal climate must not suppress, silence, ridicule or intimidate. Not every idea is good, and yes there are stupid questions, and yes dissent can slow things down, but talking through these things is an essential part of the creative process. People must be allowed to voice half-finished thoughts, ask questions from left field, and brainstorm out loud; it creates a culture in which a minor flub or momentary lapse is no big deal, and where actual mistakes are owned and corrected, and where the next left-field idea could be the next big thing. This book explores this culture of psychological safety, and provides a blueprint for bringing it to life. The road is sometimes bumpy, but succinct and informative scenario-based explanations provide a clear path forward to constant learning and healthy innovation. Explore the link between psychological safety and high performance Create a culture where it’s “safe” to express ideas, ask questions, and admit mistakes Nurture the level of engagement and candor required in today’s knowledge economy Follow a step-by-step framework for establishing psychological safety in your team or organization Shed the "yes-men" approach and step into real performance. Fertilize creativity, clarify goals, achieve accountability, redefine leadership, and much more. The Fearless Organization helps you bring about this most critical transformation.
The Relationships Project brings people together around a shared belief in the power of relationships to share insight and ideas and evolve practice. We’re working towards a paradigm shift where relationships are the first mile, not the extra mile.
A programme to teach young children the basics of philosophical thinking in UK schools has been shown to help them progress in maths and reading. A new study evaluated the use of the Philosophy for Children (P4C) programme in which primary school children are guided through discussions of questions such as “Should a healthy heart be donated to a person who has not looked after themselves?” or “Is it acceptable for people to wear their religious symbols at work places?” The programme is intended to help children become more willing and able to question, reason, construct arguments and collaborate.
A randomised controlled trial in 48 primary schools compared more than 1,500 pupils who took philosophy lessons over the course of a year with a further 1,500 who didn’t, but then took the lessons the following year. The children who had the philosophy lessons first improved their maths and reading by around an extra two months' of progress compared to those children who weren’t taking part. And the poorest children made the most progress of all.
Scientific American is the essential guide to the most awe-inspiring advances in science and technology, explaining how they change our understanding of the world and shape our lives.
Some students may feel that mathematics and Theory of Knowledge do not have much in common. In fact, the opposite is true. The mere fact that mathematicians use their own 'language of symbols
'I often hear from those who wish to achieve a sense of belonging for every student but are worried that their initiatives will inadvertently stoke division or backlash within the community.' Learn more from Dr Emily Meadows and see how her framework can help you and your school.
Companies are making massive investments in technologies that can more closely link their people to each other, to customers, and to other stakeholders. Yet many struggle because their cultures get in the way — too many layers and silos, too many colleagues who prefer to stay in their comfort zones, bask in their KPIs, and resist new ways of connecting and working. This is a big problem. And joy can be a big part of the solution. Why? For two reasons. People intrinsically seek joy. And joy connects people more powerfully than almost any other human experience. The author explains what leaders can do to increase joy at work.
I sit in the lecture hall with 10,000 others waiting for my new teacher to speak. I look at my cell phone and silently groan that this in going to be a long hour; as long an hour as an hour can be as is typically the case when I listen to a lecture. …
What is fairness? It's not only adults who can discuss philosophy. Peter Worley picks the best philosophy books for children (also known as P4C).
Via bobbygw
In a recent Teacher article, Learning Specialist Jeanette Breen shared how Templestowe Heights Primary School (THPS) in Victoria has improved its writing moderation process. Here she describes a new step that aims to bridge the gaps that still exist for staff, through an assessment process known as…
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