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robertogreco + administration   527

Valve: Handbook for New Employees: A fearless adventure in knowing what to do when no one’s there telling you what to do [.pdf]
"There is no organizational structure keeping you from being in close proximity to the people who you’d help or be helped by most."

"Since Valve is flat, people don’t join projects because they’re told to. Instead, you’ll decide what to work on after asking yourself the right questions."

"What’s interesting? What’s rewarding? What leverages my individual strengths the most?"

"…our lack of a traditional structure comes with an important responsibility. It’s up to all of us to spend effort focusing on what we think the long-term goals of the company should be."

"Nobody expects you to devote time to every opportunity that comes your way. Instead, we want you to learn how to choose the most important work to do."

"We should hire people more capable than ourselves, not less."

"We value “T-shaped” people…who are both generalists (…the top of the T) and also experts (…the vertical leg of the T). This recipe is important for success at Valve."
agency  initiaive  motivation  tcsnmy  administration  management  hiring  t-shapedpeople  responsibility  creativity  videogames  projectbasedlearning  pbl  community  leadership  lcproject  flatness  flat  hierarchy  specialists  generalists  work  culutre  valve  from delicious
4 weeks ago by robertogreco
Will · Getting Bold With Parents
“Teachers need to know that you or parents aren’t going to come after them with pick axes if scores go down."

"Parents are the most important constituency to engage in conversations around the shifts we are experiencing. We have to be willing to provoke and engage in those conversations on an ongoing basis."

"We have to trust that creating inquiry based, technology rich, connected spaces for learning will help students accomplish traditional outcomes (such as passing the test) as well."

"We have to admit that we don’t have all the answers, but that we need parents to be a part of the solution. “Parents can get comfortable with the idea that we’re figuring this out together.”"

"Teachers can feel very empowered when they know parents have their backs."

"We can’t wait for policy or politics to change. We have to be the impetus for change."
change  partnerships  learning  parenteducation  parenting  parents  comments  2012  problemsolving  boldschools  schools  tcsnmy  administration  leadership  teaching  schools  education  willrichardson  from delicious
7 weeks ago by robertogreco
Culture Eats Strategy For Lunch | Fast Company
'Culture is a balanced blend of human psychology, attitudes, actions, and beliefs that combined create either pleasure or pain, serious momentum or miserable stagnation. A strong culture flourishes with a clear set of values and norms that actively guide the way a company operates. Employees are actively and passionately engaged in the business, operating from a sense of confidence and empowerment rather than navigating their days through miserably extensive procedures and mind-numbing bureaucracy. Performance-oriented cultures possess statistically better financial growth, with high employee involvement, strong internal communication, and an acceptance of a healthy level of risk-taking in order to achieve new levels of innovation."
failure  success  accountability  responsibility  administration  leadership  spirit  cohesion  connection  agency  motivation  focus  lcproject  tcsnmy  business  innovation  strategy  management  culture  from delicious
january 2012 by robertogreco
El cuento del profesor productivo y feliz - Andes Online
"Había una vez, en una Escuela muy lejana, muy lejana, un profesor. El era productivo y feliz; pero, ay, no era supervisado.

Los Diseñadores Nacionales de Organizaciones Escolares, pensaron que era bueno para el profesor productivo y feliz la creación de una Agencia Nacional de Calidad que supervisara los resultados escolares de la Nación.

Para asegurar el diseño de la Agencia Nacional de Calidad, crearon una Superintendencia de Educación para que supervisara y fiscalizara al profesor productivo y feliz…"
learning  via:lizettegreco  pedrocarreñoalarcón  2011  evaluation  standardization  bureaucracy  administration  accountability  teaching  chile  from delicious
january 2012 by robertogreco
The Thought Leader Interview: Meg Wheatley
"Good leadership can be found in pockets within any large organization. I’ve dubbed them islands of possibility in some of my past work. The leaders of these pockets routinely meet goals, motivate employees, and achieve high levels of safety and productivity. But, ironically, they never change the behavior of the majority of the organization — even though these few islands reach or exceed the goals set by senior management. There’s a lot of evidence that innovators get pushed to the margins. You’d expect that they would be rewarded, promoted, and given the responsibility of teaching everyone else how to do the same. But instead, they’re ignored or invisible…"
hierarchy  hierarchy  deschooling  unschooling  margaretwheatley  education  learning  organizations  management  administration  leadership  innovation  cv  tcsnmy  lcproject  networks  motivation  fear  values  meaning  purpose  2011  community  sharedvalues  vision  inclusion  schools  perseverance  decisionmaking  consensus  collegiality  morale  systems  systemschange  change  from delicious
december 2011 by robertogreco
Margaret J. Wheatley: Bringing Schools Back to Life
"We speak so easily these days of systems -- systems thinking, systems change, connectivity, networks. Yet in my experience, we really don't know what these terms mean, or their implications for our work. We don't yet know how to act or think about this new interconnected world of systems we've created. Those of us educated in Western culture learned to think and manage a world that was anything but systemic or interconnected. It was a world of separations and clear boundaries: boxes described jobs, lines charted relationships and accountabilities, roles and policies described the limits of what each individual did and who we wanted them to be. Western culture became very skilled at describing the world with these strange, unnatural separations."
hierarchy  deschooling  unschooling  systems  organizations  leadership  lcproject  1999  margaretwheatley  administration  tcsnmy  change  schools  education  community  rules  mindset  interdependency  charters  meaning  meaningmaking  disruption  disruptiveinnovation  behavior  management  cv  chaos  autonomy  engagement  resistance  systemschange  life  collegiality  networks  livingnetworks  from delicious
december 2011 by robertogreco
Represent / from a working library
"But there’s a point just a few steps beyond belonging that is perhaps even more important: advocating. Belonging to a community means participating, observing, and generally being in attendance (either physically or virtually). But being an advocate requires stepping forward and helping to articulate that community’s needs, or advance their interests, or—when necessary—protect their rights. You need to both amplify and clarify the values of a community, not merely share them.

In practice, this means identifying what your community needs to prosper, and either providing that directly or advocating for its provisioning. There are many ways to do this. You can lobby for changes the community needs (…); you can facilitate discussions (e.g., by hosting and supporting safe, productive forums); you can challenge the status quo (e.g., by bringing in ideas from outside the community and fostering discussion); and so on."
advocacy  community  belonging  tcsnmy  presence  commitment  participation  observation  understanding  lcproject  organizations  leadership  administration  publishing  mandybrown  audience  internet 
december 2011 by robertogreco
Caterina.net» Killing the Abraham
"Companies without a strong Abraham lose their way. If you can’t identify who is at the helm, it better be a commodity business that anybody can run (Warren Buffett: “Invest in a company any fool can run, since some day a fool will.”)…

The Abraham is especially powerful in social software, in anything that shows the people, the members, what to do, how to communicate, and how to behave. The founders dictate what the software does, how people use it, what the practices and mores are of the community. This is built into the software, and its assumptions of human behavior."…

Abrahams are often called upon to do difficult work, thankless tasks, and sometimes, terrible things, as when god asked Abraham to kill his own, firstborn son, Isaac. Steve Jobs was rightly praised for his ability to “Kill his babies” — that is, disrupt himself."
caterinafake  business  startups  leadership  creativity  2011  culture  management  lcproject  tcsnmy  administration  cv  behavior  killingtheabraham  abrahams  from delicious
november 2011 by robertogreco
Thoughts on leadership - IBM100 THINK Forum - Joi Ito's Web
"Leadership today is about empowering those around you share your vision, embrace serendipity, have the courage to take risks and learn from failure rather than be crushed by it. Diversity must be embraced and organizational borders made porous. Assets such as intellectual property and lines of software code must not prevent aggressive agility. Organizations must be willing and able to pivot away from attachment to such assets lest these assets become liabilities holding back innovation and progress.

In this new world, leaders must be courageous, visionary and comfortable in an environment where control and complete knowledge are impossible and their pursuit futile and counterproductive."
joiito  leadership  flexibility  organizations  management  administration  tcsnmy  ip  intellectualproperty  agility  vision  risktaking  failure  innovation  progress  2011  attachment  courage  porous  iteration  planning  unpredictability  uncertainty  from delicious
september 2011 by robertogreco
Thoughts on leadership - IBM100 THINK Forum - Joi Ito's Web
"Leadership today is about empowering those around you share your vision, embrace serendipity, have the courage to take risks and learn from failure rather than be crushed by it. Diversity must be embraced and organizational borders made porous. Assets such as intellectual property and lines of software code must not prevent aggressive agility. Organizations must be willing and able to pivot away from attachment to such assets lest these assets become liabilities holding back innovation and progress.

In this new world, leaders must be courageous, visionary and comfortable in an environment where control and complete knowledge are impossible and their pursuit futile and counterproductive."
joiito  leadership  flexibility  organizations  management  administration  tcsnmy  ip  intellectualproperty  agility  vision  risktaking  failure  innovation  progress  2011  attachment  courage  porous  iteration  planning  unpredictability  uncertainty 
september 2011 by robertogreco
Be One School - Practical Theory
"You have to be one school.<br />
<br />
You cannot want one thing for students and another for teachers…<br />
<br />
It's hard sometimes. Teachers are adults, and they get paid. So, as administrators, we want and expect more from them. But the values we hold as an administrator will be reflected in the values teachers manifest when they work with the kids. Both kindness and cruelty flow downstream. <br />
<br />
If we want classrooms to be active places, so must our faculty meetings be. <br />
<br />
If we want to feel cared for by teachers, then we must care for teachers.<br />
<br />
If we want students to be able to engage in powerful inquiry, so must teachers. <br />
<br />
The biggest crime of the story is that the principal wants kindness and care from the teachers to the students, but is unwilling to do the same for the adults in her care.<br />
<br />
We must endeavor to be one school."
chrislehmann  tcsnmy  etaching  education  organizations  schoolculture  doublestandards  2011  management  leadership  administration  lcproject  inquiry  lifelonglearning  care  meetings  facultymeetings  kindness  cruelty  relationships  from delicious
september 2011 by robertogreco
A Sit-Down With Joichi Ito, The Drop-Out VC Leading MIT's Media Lab | Co. Design [Worth reading the whole thing.]
"It’s not about being a generalist. I like to go deep in a lot of things…deep enough to contribute. If I like scuba, I become an instructor…music, I become a disc jockey…movies, I want to work on a movie set. I don’t become a world class academic in that field, but I get good enough to understand the nuances. & then, because I have experience in so many fields, it gives me a pattern that other people don’t have. For me, being unique and having friends who are unique is a really important thing…<br />
<br />
When I was in Hollywood, I realized that if I wanted to be a Hollywood producer, I’d have to spend 120% of my time talking to only Hollywood people. It’s the same in every industry or with traditional academics. But the Media Lab is a place where you can sit around & talk about everything deeply & that’s the whole point…here I’ve been stitching this thing together & being called this crazy scatterbrained ADD guy when in fact, what I’ve been trying to do already exists at the Media Lab…"
joiito  mitmedialab  generalists  dilettante  depth  dropouts  unschooling  deschooling  tcsnmy  lcproject  education  learning  interdisciplinary  multidisciplinary  crossdisciplinary  2011  careers  optimism  leadership  administration  enthusiasm  from delicious
august 2011 by robertogreco
Do You Suffer From Decision Fatigue? - NYTimes.com
"Decision fatigue helps explain why ordinarily sensible people get angry at colleagues and families, splurge on clothes, buy junk food at the supermarket and can’t resist the dealer’s offer to rustproof their new car. No matter how rational & high-minded you try to be, you can’t make decision after decision without paying a biological price. It’s different from ordinary physical fatigue — you’re not consciously aware of being tired — but you’re low on mental energy. The more choices you make throughout the day, the harder each one becomes for your brain, and eventually it looks for shortcuts, usually in either of two very different ways. One shortcut is to become reckless…The other shortcut is the ultimate energy saver: do nothing… You start to resist any change, any potentially risky move — like releasing a prisoner who might commit a crime. So the fatigued judge on a parole board takes the easy way out, and the prisoner keeps doing time."
decisionmaking  decisions  decisionfatigue  cv  fatigue  leadership  management  administration  tcsnmy  rest  glvo  donothing  rationality  biology  psychology  business  life  mood  2011  from delicious
august 2011 by robertogreco
Meetings are death, death to meetings
"If meetings aren’t work, what are they? They are soul-suckers. They extinguish original thought. They turn a job into a marathon, a career into nothing but chair-warming.

It used to be that most people worked for a living, and a few dispensable ‘suits’ spent their time in meetings. Good riddance, it kept them out of our hair.

Now, of course, the meetings have spread like a pox, and even those that used to produce are sucked into their vortex.

Al Pittampalli wants to change that. He demands we change that. And he is here to help you do just that."
meetings  productivity  tcsnmy  decisionmaking  empowerment  leadership  work  administration  conflict  coordination  collaboration  via:monikahardy  from delicious
august 2011 by robertogreco
leading and learning: Let's celebrate those few creative teachers -and even fewer creative schools. They are the future.
"If teachers have in their minds the need to develop their class as a learning community of scientists and artists then during the year, as skills develop, greater responsibility can be passed over to students…<br />
<br />
The success of any class will depend on the expectations, attitudes and skills the students bring with them ; what they are able to do with minimal assistance. <br />
<br />
If the school has a clear vision of the attributes they would like their students to achieve then there will be a continual growth  of  independent learning  competencies from year to year.   Schools that achieve such growth in quality learning usually have spent considerable time developing a set of shared teaching and learning beliefs  that all teachers agree with and see purpose in. Underpinning such beliefs are assumptions about how students learn and the need to create the conditions for every learner to grow towards their innate potential."
tcsnmy  teaching  leadership  administration  toshare  schools  schoolculture  newzealand  progressive  art  science  learning  emergentcurriculum  relationships  growth  unschooling  deschooling  sharedvalues  sharedbeliefs  howchildrenlearn  discussion  management  whatmatters  customization  control  bestpractices  from delicious
august 2011 by robertogreco
OpenSpaceWorld: AboutOpenSpace
"Open Space Technology is one way to enable all kinds of people, in any kind of organization, to create inspired meetings and events. Over the last 20+ years, it has also become clear that opening space, as an intentional leadership practice, can create inspired organizations, where ordinary people work together to create extraordinary results with regularity.<br />
<br />
In Open Space meetings, events & organizations, participants create & manage their own agenda of parallel working sessions around a central theme of strategic importance, such as: What is the strategy, group, organization or community that all stakeholders can support and work together to create?<br />
<br />
With groups of 5 to 2000+ people—working in one-day workshops, 3-day conferences, or the regular weekly staff meeting—the common result is a powerful, effective connecting & strengthening of what's already happening in the organization: planning & action, learning & doing, passion & responsibility, participation & performance."
openspacetechnology  unconferences  autonomy  work  meetings  conferences  intentionalleadership  leadership  tcsnmy  lcproject  administration  management  parallelworking  learning  doing  from delicious
august 2011 by robertogreco
Leadership Tips from Tony Hayward (or Not) - Rosabeth Moss Kanter - Harvard Business Review
"• Deny and minimize problems. Drop any mention of the high-minded principles you announced at the beginning of your term, such as…a culture that puts people first. Sweep them under the rug…Or better yet, find someone else to blame…

• Emphasize your own power and importance. Keep yourself front and center all the time. Rarely bring forward the rest of the team, nor even indicate that it's a team effort.

• Make the story all about you. Talk about your heavy burdens and the costs to your life. When forced to acknowledge the true victims, pay lip service.

• Never apologize, and don't even pretend to learn from your mistakes. Brush off public disapproval, and persist in the same mindless behavior…

• Hang onto your job even when it's clear you should go, in order to negotiate the highest severance package, whether you deserve it or not. Don't even consider a deferred resignation to allow for smooth suggestion. Cling to power, and keep everyone guessing to the very end."

[via: http://blogs.hbr.org/haque/2011/07/how_our_economy_was_overrun_by.html ]
business  management  leadership  2010  tcsnmy  administration  narcissism  hownottodoit  hownotto  inmyexperience  denial  power  importance  seenthis  from delicious
july 2011 by robertogreco
What is Your Kryptonite? - Tech4Teachers
"Every superhero has a weakness. For Superman, it’s Kryptonite…As a teacher & tech leader, what is your Kryptonite? Perhaps it’s one of these…<br />
<br />
1. Internet Filters…<br />
<br />
2. Consistency & Fairness – Ever been told that your class can’t do something unless all the other classes decide to do it too? How often do we sacrifice creativity & innovation for the sake of consistency?<br />
<br />
Superheros are sometimes required to go solo, moving forward where others fear to tread. Lead by example…<br />
<br />
3. The “Almighty” Inflexible Schedule – Does your education dictate your schedule, or does your schedule dictate the education?…<br />
<br />
4. Lack of Administrative Support – Do you live in constant fear of trying something new or innovative with your students because you know that if it doesn’t work or if someone complains that you’ll be left “hanging out to dry” by your principal or administrator?<br />
<br />
Superheros must sometimes work outside the law to do what is right.<br />
<br />
5. Fear of Failure…"
education  inmyexperience  teaching  tcsnmy  schools  learning  technology  failure  fear  administration  management  schedules  scheduling  inflexibility  filters  consistency  fairness  beenthere  via:rushtheiceberg  from delicious
july 2011 by robertogreco
ZURB – How Design Teamwork Crushes Bureaucracy
"People who can’t communicate w/ each other get stuck making complicated ‘stuff’ to make up for it. Frustration turns into PowerPoints, complicated charts, & lots of meetings…requires layers upon layers of management to keep organized…weighs companies down…creates no direct value to customers. This is why there are so many lame products in the world. There’s not a wireframe or chart or design method that is going to save you if you can’t look your team members in the eye."

"Our teamwork made up for the lack of ‘stuff’ other companies would use because we:

Shared a clear goal that we all understood…Worked physically close to each other & stayed connected by IM and phone when we didn’t…Shared feedback w/ each other & from customers out in the open every day, which builds confidence in arguing & makes new conversations really easy to beginStayed together through thick and thin to build trust in one another"
teamwork  teams  administration  management  tcsnmy  toshare  bureaucracy  organizations  goals  purpose  community  communication  collegiality  feedback  constructivecriticism  argument  arguing  discussion  proximity  powerpoint  irrationalcomplexity  rules  control  missingthepoint  trust  2011  zurb  from delicious
july 2011 by robertogreco
James Brown as school principal « Re-educate Seattle
"We talked about “Cultural Relations”…in which the school would rearrange the class schedule for an entire week while students led forums on issues like racism & sexism. The students led the forums. Adults were instructed to sit at their desks & stay out of the way.<br />
<br />
The result, of course, was mayhem. It was the same every year, with some of the discussions spiraling out of control, hordes of students skipping out to grab coffee…attendance counts hopelessly inaccurate. The administration had lost control of the school.<br />
<br />
But when you talk to alumni from that era, many will tell you that Cultural Relations was a life-changing experience. Because amid all the chaos, there were still moments when black kids, white kids, Asian kids, Latino kids, gay and lesbian kids, kids who had been abused, rich kids and poor kids . . . they engaged each other in authentic conversations about their lives and their experiences. These conversations were raw and unfiltered. They were real…"
stevemiranda  unschooling  deschooling  education  messiness  learning  chaos  control  administration  whatmatters  memories  highschool  school  schooliness  2011  authenticity  realworld  from delicious
july 2011 by robertogreco
Drive - by Daniel Pink | Derek Sivers
"Your best approach is to have already established the conditions of a genuinely motivating environment. The baseline rewards must be sufficient. That is, the team’s basic compensation must be adequate and fair - particularly compared with people doing similar work for similar organizations. Your nonprofit must be a congenial place to work. And the people on your team must have autonomy, they must have ample opportunity to pursue mastery, and their daily duties must relate to a larger purpose. If these elements are in place, the best strategy is to provide a sense of urgency and significance - and then get out of the talent’s way.

Any extrinsic reward should be unexpected and offered only after the task is complete. Holding out a prize at the beginning of a project - and offering it as a contingency - will inevitably focus people’s attention on obtaining the reward rather than on attacking the problem."

[via: http://gaiwan.tumblr.com/post/7206114293 ]
books  drive  danielpink  motivation  extrinsicmotivation  teams  teamwork  autonomy  nonprofit  urgency  significance  talent  work  management  administration  congeniality  howwework  from delicious
july 2011 by robertogreco
SpeEdChange: The art of seeing
"we must stop being blinded by our incredibly limited view of "science." Rather, we must learn to see again, to see widely & complexly. To build our own deep maps of the people, places, & experiences before us. You cannot describe the experience of a middle school English class w/out knowing what happened in the corridor before class began, or what happened the night before at home. You cannot describe the work coming out of a 10th grade math class w/out understanding the full experience of students and their parents with mathematics to that point…And you cannot tell me about the "performance" of any school if you have not deep-mapped it to include a million data points—most of which cannot be charted or averaged or statistically normed.<br />
<br />
Human observation & deep mapping are hard, but hardly impossible. These are skills which we all had before school began, and which we must recapture. We'll start by putting down our checklists…& in the next post, we will start to practice…"
seeing  observation  observing  deepmapping  learning  education  unschooling  deschooling  science  progressive  administration  management  tcsnmy  lcproject  schools  irasocol  nclb  billgates  gatesfoundation  arneduncan  rttt  checklists  adhd  adhdvision  pammoran  salkhan  jebbush  matthewkugn  robertmarzano  instruction  training  gamechanging  from delicious
june 2011 by robertogreco
YouTube - Disruptive Heroes, Caterina Fake
Caterina covers several topics as she talks about hacking the organization and ‘going rogue’: intrinsic motivation, passion, conformism, control, schools, learning, entrepreneurship, organizations, systems, leadership, etc.
caterinafake  entrepreneurship  unschooling  deschooling  education  motivation  intrinsicmotivation  extrinsicmotivation  management  administration  leadership  passion  goingrogue  organizations  hierarchy  bureaucracy  schools  conformism  control  systems  hacking  hackdays  yahoo  flickr  hunch  learning  lcproject  tcsnmy  disruption  innovation  from delicious
june 2011 by robertogreco
Olbermann's Exit: The Inside Story
"I'm difficult for management. That's why I have the reputation because nobody challenges management." He adds that his run-ins are simply out of good conscience: "I stand up to people. I do not believe that simply because I signed a contract that that gives people the right to make [unilateral] decisions. As part of the process by which you hire me, you hire me. You just don't hire an hour of me to do a performance." [More people should approach their work this way, see part of their job as challenging management, have some conviction, be willing to be fired for speaking out.]
keitholbermann  convictions  cv  management  administration  leadership  reputation  conscience  decisionmaking  process  hiring  employment  employees  challenge  2011  tcsnmy  from delicious
june 2011 by robertogreco
Six Common Misperceptions about Teamwork - J. Richard Hackman - The Conversation - Harvard Business Review [Wish someone I knew could get #1, #2, #3, and #5 straightened out]
"Teamwork and collaboration are critical to mission achievement in any organization that has to respond quickly to changing circumstances. My research in the U.S. intelligence community has not only affirmed that idea but also surfaced a number of mistaken beliefs about teamwork that can sidetrack productive collaboration…

Misperception #1: Harmony helps. Smooth interaction among collaborators avoids time-wasting debates about how best to proceed… [A description of what actually is the case follows each]

Misperception #2: It's good to mix it up. New members bring energy and fresh ideas to a team…

Misperception #3: Bigger is better…

Misperception #4: Face-to-face interaction is passé…

Misperception #5: It all depends on the leader…

Misperception #6: Teamwork is magical."
collaboration  business  management  leadership  administration  tcsnmy  via:steelemaley  culture  teams  work  small  groups  harmony  disagreement  teamwork  consistency  time  meetings  productivity  problemsolving  classideas  lcproject  myths  from delicious
june 2011 by robertogreco
Order is found in things working beneficially... - @plsj
"Order is found in things working beneficially together. It is not the forced condition of neatness, tidiness, and straightness all of which are, in design or energy terms, disordered. True order may lie in apparent confusion; it is the acid test of entropic order to test the system for yield. If it consumes energy beyond product, it is in disorder. If it produces energy to or beyond consumption, it is ordered. Thus the seemingly-wild and naturally-functioning garden of a New Guinea villager is beautifully ordered and in harmony, while the clipped lawns and pruned roses of the pseudo-aristocrat are nature in wild disarray." — Bill Mollison
messiness  unschooling  order  permaculture  tidiness  neatness  tcsnmy  energy  environment  chaos  anarchism  symbiosis  management  administration  control  deschooling  systems  systemsthinking  harmony  manicuredlandscapes  nature  disarray  cv  billmollison  from delicious
june 2011 by robertogreco
CEOs vouch for waiter Rule: watch how people treat staff | Protocol Advisors, Inc.
“Watch out for people who have a situational value system, who can turn the charm on and off depending on the status of the person they are interacting with,” Swanson writes. “Be especially wary of those who are rude to people perceived to be in subordinate roles.”
business  character  kindness  hiring  power  leadership  management  administration  control  waiterrule  waiters  hierarchy  truth  from delicious
june 2011 by robertogreco
Robert K. Greenleaf - Wikipedia
"Robert K. Greenleaf (1904-1990) was the founder of the modern Servant leadership movement.<br />
<br />
Greenleaf was born in Terre Haute, Indiana in 1904. After graduating from Carleton College in Minnesota, he went to work for AT&T. For the next forty years he researched management, development, and education. All along, he felt a growing suspicion that the power-centered authoritarian leadership style so prominent in U.S. institutions was not working, and in 1964 he took an early retirement to found the Center for Applied Ethics."
servant-leadership  servantleadership  leadership  administration  management  robertgreenleaf  hermanhesse  servant  servantleaders  education  from delicious
may 2011 by robertogreco
Our Interview With Dieter Rams, The Greatest Designer Alive [Video] | Co.Design
From the third interview video: "Design has to be insulated in a company at a high level. Otherwise you can forget it. It's not design... it's fashion." [via: http://twitter.com/erlsn/status/74817277643591680 ]<br />
<br />
Something there to apply to my experience with adding a new program or division to a school. Will need to write about that sometime over the summer.
design  dieterrams  apple  fashion  lcproject  tcsnmy  education  learning  administration  leadership  management  skunkworks  xeroxparc  towrite  from delicious
may 2011 by robertogreco
Valence Theory of Organization / FrontPage
"In a nutshell, my research finds that [Bureaucratic, Administratively controlled, & Hierarchical] organizations…replace the complexity of human dynamics in social systems with the complication of machine-analogous procedures that enable individual independence, responsibility, and accountability. In contrast, [Ubiquitously Connected & Pervasively Proximate] organizations encourage and enable processes of continual emergence by valuing and promoting complex interactions even though doing so necessitates ceding legitimated control in an environment of individual autonomy and agency, collective responsibility, and mutual accountability. The consequential differences in how each type of organization operates day-to-day are like comparing the societies of Ancient Greece, the medieval Church, the Industrial Age, and today's contemporary reality of Ubiquitous Connectivity and Pervasive Proximity."

[via: https://twitter.com/bopuc/status/71130524705492992 ]
complexity  hierarchy  bureaucracy  organizations  tcsnmy  leadership  management  administration  lcproject  learning  networkedlearning  networkculture  autonomy  agency  howwework  howwelearn  organization  accountability  innovation  valencetheory  toread  markfederman  emergentcurriculum  emergent  society  industrial  ubiquitousconnectivity  ubiquitouslearning  relationships  responsibility  independence  freedom  from delicious
may 2011 by robertogreco
John Maeda Mulls RISD's Backlash Against His Cyber-Style Leadership | Co.Design
"Maeda acknowledges that he now understands social media can only take you so far in redesigning leadership. All those great hopes for leading by blogging, tweeting, & emailing proved inadequate to gritty business of persuading an actual living, breathing constituency to follow his direction…<br />
<br />
Maeda has scaled back his blogging. He accepts that big Samsung screens he installed as a way to bring students together digitally, by allowing them to post new work, notices of events, & messages, never caught on. "Technologists believe that if they impose a solution, people will adopt it," he says. "But buy-in can't be bought."<br />
<br />
Instead, he says, he's going about leading in old-fashioned way: building relationships one at a time, having coffee w/ faculty, jogging w/ students late at night, offering free pizza as an inducement to get them to show up & talk. These interactions are time-consuming, high-bandwidth, interactive, fiscally expensive for a busy president, & unscalable."
johnmaeda  risd  backlash  2011  learning  leadership  relationships  administration  management  duh  scalability  time  socialmedia  twitter  blogging  meaning  education  highered  highereducation  from delicious
may 2011 by robertogreco
InCUBATE [Quotes from the 'about' page]
"research group dedicated to exploring new approaches to arts admin & funding…act as curators, researchers & co-producers of artists projects…interested in what kinds of organizational strategies could provide more direct support to critical & socially-engaged art & culture…core organizational principle…treat art admin as creative practice…hope to generate & share new vocab of practical solutions to everyday problems of producing under-the-radar culture…[no] physical location…"<br />
<br />
"…worth noting how various models such as labor unions, community centers, block-clubs, religious institutions seem to resolve some of key problems facing our concept of slow build. Consider how these…provide space & resources, exert political influence, & allow for participation of wider demographics. Our task for future is to produce these effects w/out instituting rigid hierarchy or overtly moralizing & dogmatic system in order to affect a more equitable, participatory, & democratic future."
art  economics  social  community  collaboration  anarchism  incubate  randallszott  lcproject  openstudio  curation  curating  hierarchy  flatness  slow  chicago  democracy  culture  culturehacking  activism  administration  engagement  organizations  organization  equity  participatory  residencies  pop-upculture  exhibitions  projects  from delicious
may 2011 by robertogreco
The future is podular « Dachis Group Collaboratory
"Pods don’t answer every business problem. Like any other strategic decision, choice to go podular involves inherent risks & tradeoffs. A podular system is certainly not the most efficient or consistent way to conduct business. There is more redundancy in this kind of system, which usually means greater cost. When units are autonomous, activity will also be more variable, which means it will be less consistent.<br />
<br />
The bet you are making with a podular strategy is that the increase in value to customers, paired w/ increased resiliency in your operations, will more than offset the increases in costs. It’s a fundamental tradeoff & thus a design decision: the more flexible and adaptive you are, the less consistent your behavior will be. The benefit, though, is that you unleash people to bring more of their intelligence, passion, creative energy & expertise to their work. If you’re in an industry where these things matter (& who isn’t), then you should take a look at podular design."
management  socialbusiness  hierarchy  mesh  meshnetworks  autonomy  redundancy  motivation  flexibility  tcsnmy  administration  leadership  organization  organizations  passion  creativity  nodes  networks  networkedlearning  networkculture  decisionmaking  connectivism  connections  efficiency  chains  empowerment  democracy  business  dachisgroup  podular  2011  from delicious
may 2011 by robertogreco
An open letter to administrators… | Connected Principals
"1. When making decisions that are going to affect our classes or our students, we would really appreciate it if you would ask for our opinions & feedback first…<br />
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2. Will you please come to our classrooms more often…<br />
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3. It would really mean a lot to us if you would participate in our professional development days…<br />
<br />
4. Can you please refrain from blanketing the entire staff w/ a punishment/lecture when the problem lies with a small group of Educators, and not the entire staff…<br />
<br />
5. Your time is extremely limited and you are always busy, but we would really love it if you were more visible…<br />
<br />
6. It would be much appreciated if you would include teachers, students and community members when developing the building’s vision and goals…<br />
<br />
7. We love any new idea or initiative that can improve the education we offer at our school, but if we are going to add new programs would you please consider eliminating other programs that aren’t quite as effective."
education  administration  teaching  learning  schools  values  goals  leadership  management  tcsnmy  beenthere  cv  feedback  conversation  democracy  decisionmaking  2011  wellsaid  from delicious
april 2011 by robertogreco
Breaking Free From the Iron Cage: Business in the Connected Age : peterme.com
"So, if strategy & planning are manageable, it again begs the question, why are so many experiences so bad? & as you dig further, you realize the problem is with the organization itself. Strategies, plans, & execution are all outputs of organizational behavior. & if your organization is broken, if its values are ill-defined, vision unclear, & goals too restrictive, this will inevitably lead to mindless strategies, ill-considered plans, and sub-par execution.<br />
So you need to address the extremely challenging aspects of organizational dynamics, interpersonal relationships, and all manner of, well, people stuff. And when you do that, you realize most corporations still operate under the mechanistic and bureaucratic practices of the 19th and 20th centuries, born of railroad functions and mass manufacturing. These bureaucratic approaches are inherently dehumanizing, and so these organizations struggle with the key characteristic of delivering great experiences–human engagement."
business  connectivism  learning  values  organizations  petermerholz  tcsnmy  lcproject  bureaucracy  hierarchy  relationships  flow  isolation  play  work  workplace  deschooling  unschooling  autonomy  control  industrialage  generative  services  social  society  change  human  humans  management  administration  leadership  experience  2011  from delicious
april 2011 by robertogreco
From Industrial/Information Age to Connected Age : peterme.com
"bureaucracy supports values of efficiency, calculability, consistency, & predictability…it also dehumanizes the people who work within them…reduced to job titles & set of responsibilities.…figurative cogs in the machine…<br />
<br />
People now crave authenticity in their interactions w/ business, which…some companies do well, and others… not so much. These relationships also benefit from mutual trust, which some companies are learning can reap interesting new benefits.<br />
<br />
The Connected Age also means that businesses must grapple with the messiness of humanity, because when people are freer to interact, unpredictability occurs. And, the decentralized networks that form the substrate of the Connected Age lead to emergent properties that, byt their very nature, are also unpredictable.<br />
<br />
The bureaucratic model that served us in the Industrial and Information Age needs to be set aside for one that is responsive to how business (and society) actually operates today."
cluetrainmanifesto  2011  petermerholz  industrialage  lcproject  organizations  management  collaboration  messiness  human  complexity  people  society  unpredictability  connectedage  networkedlearning  networkedage  business  leadership  administration  tcsnmy  learning  education  relationships  measurement  standardizedtesting  standardization  accountability  deschooling  unschooling  from delicious
april 2011 by robertogreco
I fucking hate organization charts : peterme.com
"organization charts…are emblematic of how broken standard business practice is. Command-&-control hierarchies are appropriate for Industrial Age mindset that favors control in order to achieve consistency, efficiency, & quantifiability…Departmental silos are no longer practical…<br />
<br />
…related to org charts, are job titles…associated w/ set of qualifications & responsibilities, w/ idea that anyone who has that job title can do same activities…interchangeable…any fan knows that [basketball players] w/ same title are far from identical & secret to success is chemistry that emerges from combination of right set of individuals…<br />
<br />
If we’re going to get away from bureaucratic thinking that defined Industrial Age, we need to set aside outmoded tools that were created for wholly different needs than what we have now…need to stop assuming that way we were taught is way it always was (& always should be) done, & we need to come up w/ new models & approaches to address our current reality."
petermerholz  bureaucracy  hierarchy  interchangability  quanitifcation  organizations  management  administration  leadership  jobtitles  jobs  work  teams  collaboration  creativity  departmentalsilos  messiness  control  commandandcontrol  unschooling  deschooling  2011  industrialage  business  teamwork  howwework  lcproject  tcsnmy  from delicious
april 2011 by robertogreco
As things get trickier, we need to get more human : peterme.com
"It turns out that humans, given a chance to engage with their complete selves, are pretty good at dealing with complexity and connectedness. As I wrote in “Innovate Like a Kindergartner,” I’m convinced that the interest in “design thinking” is less about exploiting the power of design, and more about getting in touch with those things that make us human. As businesses realize this, we’re seeing a re-humanizing of the workplace."
design  business  designthinking  petermerholz  adaptivepath  work  tcsnmy  hierarchy  management  administration  leadership  risk  risktaking  play  playfulness  humans  human  complexity  adaptability  problemsolving  bureaucracy  commandandcontrol  change  gamechanging  lcproject  deschooling  unschooling  from delicious
april 2011 by robertogreco
A Parent Guide to the Broad Foundation’s programs and policies « Parents Across America
"Eli Broad is a wealthy individual, accountable to no one but himself, who wields vast power over our public schools. Parents and community members should be aware of the extent to which the he and his foundation influence educational policies in districts throughout the country, through Broad-funded advocacy groups, Broad-sponsored experiments and reports, and the placement of Broad-trained school leaders, administrators and superintendents.<br />
<br />
Parents Across America considers Broad’s influence to be inherently undemocratic, as it disenfranchises parents and other stakeholders in an effort to privatize our public schools and imposes corporate-style policies without our consent. We strongly oppose allowing our nation’s education policy to be driven by billionaires who have no education expertise, who do not send their own children to public schools, and whose particular biases and policy preferences are damaging our children’s ability to receive a quality education."
elibroad  broadacademy  broadfoundation  billgates  waltonfamily  schools  policy  publicpolicy  education  superintendants  broadsuperintendants  politics  money  administration  arneduncan  reform  2011  influence  from delicious
april 2011 by robertogreco
Transitions | teach4aliving
"After the interview, a nun pulled me into the hall and said, “You have to be careful about how you share your enthusiasm. It scares some people.” I’m so grateful for her pointing out one of my character flaws in such a gentle way. I know now what she means…<br />
<br />
I asked him a direct question, “How do I avoid founders syndrome?” A lot of people who are at the ground floor of starting new schools don’t last. This is a huge concern of mine. I’m a strong willed person who can also be down right pouty when I don’t get my way. I want to be one of 5 Lead Teachers. I don’t want to be the quasi-administrator of the school because that will kill many of the democratic teacher led initiatives. Jamie’s response was a verbal backhand to my face. He said, “You have to remember who the school belongs to. It belongs to them out there (pointing to his students), and they allow me to teach here. I’m lucky enough to work for them…Give away power at every opportunity.” Servant leadership in action."
enthusiasm  transitions  founderssyndrome  michaelmccabe  teaching  schools  cv  tcsnmy  characterflaws  scaringpeople  leadership  administration  lcproject  democracy  democraticschools  2011  from delicious
april 2011 by robertogreco
How to Give Your School Leader a Grade | Edutopia
"Her fundamental philosophy and beliefs about educating children stay the same, and are transparent to all…her goals have transparency…<br />
<br />
When sticky situations come up…your leader calmly listens to all sides, doesn't sidebar w/ other administrators, & spends some time gathering information before declaring a solution or decision…If it involves students & parents, he makes sure any & all teachers mentioned are included in talks & mediations. He avoids secret meetings, knowing they hinder more than help a bad situation…<br />
Your principal knows her stuff…well versed in various instructional practices, & current educational research & findings. Because of this, & because of her time in the classroom, she is not fooled by any quick-fix, silver-bullet solutions. She knows slow & steady wins the race.<br />
<br />
Instead of being showy w/ this abundance of educational wisdom, she models it every day -- in her actions toward those she has been chosen to lead."
leadership  education  administration  howitshouldbedone  tcsnmy  management  lcproject  modeling  vision  purpose  clarity  bigpicture  patience  philosophy  transparency  schools  from delicious
april 2011 by robertogreco
Ten Big Ideas of School Leadership | Edutopia
1) Your School Must Be For All Kids 100% of the Time: If you start making decisions based on avoiding conflict, students lose…<br />
<br />
2) Create a Vision, Write It Down, & Start Implementing It: Don't put your vision in drawer & hope for best. Every decision must be aligned w/ that vision. The whole organization is watching when you make a decision, so consistency is crucial.<br />
<br />
3) It's the People, Stupid: The secret of managing is to keep the guys who hate you away from those who are still undecided…Hire people who support your vision, who are bright, & like kids…<br />
<br />
8) Have a Bias for Yes: …The only progress you will ever make involves risk: Ideas that teachers have may seem a little unsafe & crazy. Try to think, "How can I make this request into a yes?"<br />
<br />
9) Consensus is Overrated: 20% of people will be against anything. When you realize this, you avoid compromising what really should be done because you stop watering things down. If you always try to reach consensus, you're led by 20%."
leadership  education  administration  management  lcproject  schools  tcsnmy  vision  consensus  clarity  people  watereddown  compromise  children  howitshouldbedone  mikemccarthy  from delicious
april 2011 by robertogreco
The Seven Characteristics of a Good Leader | Edutopia
"1) A sense of purpose: The values of an organization must be clear, members of the organization should know them, and they should exemplify and uphold them in their own actions.<br />
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2) Justice: Everyone in an organization should be held to common standards, with rules and procedures that are clear, firm, fair, and consistent…<br />
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6) Courage: Leaders are paid to set direction, not wait for direction to emerge. They have to be willing to follow their convictions and bring their organization to new places. In education, this is most sorely needed in response to the test-based regimen that has taken over our schools at the expense of true education and social-emotional and character development.<br />
<br />
7) Deep Commitment: Leaders must not be polishing their resumes, but rather should have deep commitment to their organizations, the advancement of the organizations' missions, and the wellbeing of everyone in them…"
leadership  education  edutopia  change  vision  tcsnmy  management  administration  lcproject  purpose  clarity  respect  justice  convictions  schools  howitshouldbedone  from delicious
april 2011 by robertogreco
Plikums Sarunas / 010 – Eike König on Vimeo
"An interview by plikums.lv with Eike König, the creator of a multi-disciplinary creative hub & playground named HORT." [http://www.hort.org.uk/ ]
hort  eikekönig  sharing  creativity  play  learning  lcproject  dropouts  schools  schooliness  studio  studios  studioclassroom  education  highereducation  designeducation  social  socializing  failure  risk  risktaking  messiness  anarchism  anarchy  design  graphics  graphicdesign  chaos  curiosity  tcsnmy  openstudio  ideas  conversation  process  hierarchy  administration  leadership  safety  schooldesign  from delicious
april 2011 by robertogreco
electronic computation is invisible: maeda at RISD (tecznotes) {best to read the whole thing, and also the Natalia Ilyin post]
"…post about Maeda’s difficulties at RISD is interesting, but I was particularly struck by broader resonance of this:<br />
<br />
"The Medialab is much more random than that. This may help to illuminate why John’s approach is so alien to traditional art students. Paul Rand seems to think it’s John’s engineering background which interferes with his leadership ability at RISD, but I think it’s actually scarier. John’s approach is hands off & experimental. Anything goes. Confusing & startling people is valorized… <br />
<br />
…NONE of these artists have managed to broach the basic limitation that electronic computation is invisible. All techno artwork thus far relies on impenetrable microchips which require observer/participants to form abstractions in order to appreciate them. Look how hard it is to teach art students to program…<br />
<br />
…once you go back in time & look at a Maeda or PLW project & realize you can’t run their code anymore, the collapsing of reality can be devastating."
johnmaeda  michalmigurski  risd  2011  handsoff  leadership  management  disconnect  medialab  mit  engineering  confusion  experimentation  paulrand  computers  computation  art  electroniccomputation  invisibility  reality  collapsingofreality  administration  learning  change  abstraction  inpenetrability  technology  from delicious
april 2011 by robertogreco
An Open Letter to School Administrators | edSocialMedia
"There is no shame in being the quiet leader.  I believe that relationships you build with school community are the MOST IMPORTANT indicators of whether you will be successful or not.  Knowledge is secondary to those connections. I am also by no means saying that I have achieved the level as a principal that I would like to; I definitely have so much to learn in my career. But you have accepted your role as an educational administrator and as a person who cares about the future of all children, you need to do everything in your power to serve those you work with and lead them to unleash their greatness.  Isn’t that why we are in this position in the first place?  Use the collaborative nature of social networks to improve your learning along with the opportunities for staff."
service  leadership  georgecouros  administration  management  tcsnmy  socialmedia  collaboration  schools  from delicious
april 2011 by robertogreco
"the more you focus on control, the more likely you’re working on a project that’s striving to deliver something of relatively minor value" [.pdf]
"The book’s most quoted line is its first sentence: “You can’t control what you can’t measure.” This line contains a real truth, but I’ve become increasingly uncomfortable with my use of it. Implicit in the quote (and indeed in the book’s title) is that control is an important aspect, maybe the most important, of any software project. But it isn’t. Many projects have proceeded without much control but managed to produce wonderful products such as GoogleEarth or Wikipedia…<br />
<br />
This leads us to the odd conclusion that strict control is something that matters a lot on relatively useless projects and much less on useful projects. It suggests that the more you focus on control, the more likely you’re working on a project that’s striving to deliver something of relatively minor value."
management  administration  control  value  whatmatters  work  leadership  measurement  software  metrics  development  programming  tcsnmy  via:migurski  filetype:pdf  media:document  from delicious
april 2011 by robertogreco
Why old-school teaching fails new Canada - thestar.com
"At Arcola elementary in Regina, the main question asked by the staff was: “What will be good for our demographics?” Since they have the highest percentage of single families in Regina, they decided what they needed was, first, a sense of family and then, individualized instruction because the kids are at such different levels that one teacher per classroom isn't enough. So they concocted a program of team teaching, three or four teachers per expanded class. Some teachers resisted at first. Now you'd have to pry it out of their grip.<br />
<br />
These schools have been designated community schools, and with that comes the extra funding needed for what they do. But the community's own voice is at the centre. As a result, you don't just end up giving the community what someone thinks it needs; you start changing the nature of the community and its schools."<br />
<br />
[Let me repeat: "the community's own voice is at the centre […] you don't just end up giving the community what someone thinks it needs"]
teaching  reform  schools  education  democracy  lcproject  democraticschools  leadership  management  tcsnmy  administration  livingthroughtheopposite  thewayitshouldbedone  progressive  advicepeopleiknowshouldfollow  learning  community  communities  from delicious
april 2011 by robertogreco
– WE_Leadership – Volume 5
"In this issue we turn to the question of how the WE correlates with leadership in a networked world. At first sight the dynamic, self-organizing amorphous “WE” might seem a strange bedfellow to the strict, unbending, authoritarian ideas of “leadership” mainly found in business. But in a world in which the WE is in constant flow, where it is highly connected & is developing more & more impact all around the globe, leadership models which aren’t flexible in structure, speed & agenda will simply fail. Leaders are no longer appointed; nowadays they are chosen.<br />
<br />
All over the world we see the emergence of new WEs that are in constant flux. Just take a look at the Arab countries Tunisia, Egypt, Syria, Libya & Yemen and you’ll see WEs experimenting with completely different forms of leadership. Forms unknown to most of us. Their structure is complex. They’re not settled yet. All we know is that these new WEs are driven by many leaders of a new kind all seeking to make a difference."
leadership  management  administration  tcsnmy  we  structure  lcproject  hierarchy  flow  flux  via:cervus  from delicious
april 2011 by robertogreco
John Maeda at odds with RISD Faculty - natalia ilyin
"Maeda's made so many enemies and done so many wrong-headed things in such a short amount of time that I am reminded once again that IQ and intelligence are not the same thing. He's made many sweeping administrative errors, but it is this that bothers me: he thinks himself more intelligent than those who surround him and those who have gone before him. And since he believes himself more intelligent and advanced than the people that went before him, he assumes that what they believed is not true anymore, is outdated. This is a false syllogism.

John Maeda may think that because he has a smartphone and can process the video he is taking of you (while you are trying to converse with him) through html 5 and make it interact with objects in a cornfield in real time or some such thing, that somehow his vision of what art education is and should be is "more advanced" than that of the rest of the faculty at RISD, but in this thinking he is also mistaken. This logic is roughly equivalent to your saying that you can bake a better cupcake than I can because you use a silicone pan. The recipe and quality of ingredients, the baking time or general talent of the baker seem to have nothing to do with it.

We believed that Maeda could do for us that which we were too lazy to do for ourselves. We wanted him to somehow make what we teach seem new and shiny in the current era, without our really having to do anything about it. But we expected way too much from one man, and we did not understand that his great talent seems to be that of the person who first sees a shiny object in the marketplace and runs to get it. He is the earliest of adopters, the bell-weather of early adopters."
risd  designeducation  design  education  leadership  management  hierarchy  intelligence  interpersonal  johnmaeda  2011  noconfidence  faculty  administration  human  technology  change  highereducation  highered  arts  art  from delicious
april 2011 by robertogreco
Hot Stuff: Is the Kool-Aid wearing off? - Smiley & West
"The administration has to straighten its back up and say: “This is what we believe. This is our vision.”"
barackobama  tcsnmy  administration  vision  belief  purpose  clarity  management  focus  cv  tavissmiley  cornelwest  2011  policy  decisionmaking  from delicious
april 2011 by robertogreco
Want to be really creative? Stop thinking about yourself - The Globe and Mail
"People who focus on others tend to be more creative than those who are just out for themselves, because focusing on others forces you to consider a wider range of perspectives." —Adam Grant<br />
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"That study, which followed 329 federal employees, found that strong, visionary leadership from their supervisors most often translated into superior job performance when the workers interacted extensively with people affected by their work, such as customers or ordinary citizens. In contrast, when outside contact was low, the effect of inspiring leadership on the employees’ performance was significantly weaker."
creativity  innovation  altruism  empathy  leadership  management  administration  from delicious
march 2011 by robertogreco
Seven Lessons for Leaders in Systems Change | Center for Ecoliteracy
Lesson #1:  To promote systems change, foster community and cultivate networks. Lesson #2:  Work at multiple levels of scale. Lesson #3:  Make space for self-organization. Lesson #4:  Seize breakthrough opportunities when they arise. Lesson #5:  Facilitate — but give up the illusion that you can direct — change. Lesson #6:  Assume that change is going to take time. Lesson #7:  Be prepared to be surprised." [via: http://blog.thedolectures.co.uk/2011/03/7-lessons-for-leaders-in-systems-change/ ]
systems  leadership  flow  training  convergence  tcsnmy  lcproject  sustainability  community  networks  scale  self-organization  self-organizedlearningenvironment  food  culture  health  environment  change  time  slow  management  administration  deschooling  unschooling  education  from delicious
march 2011 by robertogreco
5 Truisms About Leadership and Corporate Culture Leaders Cannot Ignore | C-Level Strategies
"1. The culture is, ultimately, a reflection of the values of those leading the organization… 2. The culture is a reflection of the stories employees tell… 3.  Facing the truth about your stories, and doing something about them, can have a powerful impact on performance… 4. How well a leader blends together the corporate cultures of different companies  during a merger is critical to the success of the new company"
leadership  administration  culture  sharedvalues  values  management  tcsnmy  organizations  from delicious
march 2011 by robertogreco
Ivory Towers of Debt | varnelis.net
"It's a giant ponzi scheme with little of value for students and, as Harper's described in a notorious graphic about the consequeneces of overbuilding in Brandeis (Brandeis has threatened a lawsuit and has accused Harper's of slander and libel over this piece), can collapse precipitously during times of economic crisis. But while bonds were hot, Wall Street couldn't have enough of them, so universities eagerly complied."
tcsnmy  fundraising  bonds  endowment  universities  highered  money  economics  recession  priorities  shortterm  longterm  kazysvarnelis  javierarbona  cities  architecture  buildings  finance  leadership  administration  from delicious
march 2011 by robertogreco
What motivates an early employee to work in a startup? - Quora
"The most powerful and sustainable motivator for an early employee at a startup, or for employees at any company for that matter, is the sense of meaning derived from work.  Meaning comes from working on a product whose long-term vision you believe will have an impact. It comes from working with a team whose members you respect, who constantly challenges you to learn and get better, and who you can't bear to let down. It comes from the dopamine rush you get from building and releasing something that your user base will love."
startups  startup  meaning  motivation  work  cv  vision  tcsnmy  respect  iteration  learning  leadership  management  administration  small  edmondlau  quora  lcproject  from delicious
february 2011 by robertogreco
How to change others? « Leadership Freak
"There’s a difference between superficial conformity and authentic change. Great leaders create environments where authentic change is possible."<br />
<br />
"Change agents: (1) Give lavishly. The people that most powerfully enrich others don’t barter and make deals. They give without strings attached. (2) Share information. In my opinion, protecting information is usually a sign of weakness, fear, and manipulation. Backstabbers hide information. Granted, regulated, proprietary, or personal information is meant to be private. (3) Continually grow. Growing people grow others. Changing people change others. (4) Share themselves. Leaders that share their personal journey of frailty to success create environments where people grow and change. Fakers only produce fakers that groan rather than grow."
leadership  influence  conformity  generosity  changeagents  sharing  growth  growthmindset  vulnerability  administration  management  tcsnmy  teaching  learning  pedagogy  transparency  from delicious
february 2011 by robertogreco
Nokia’s Burning Ships strategy | asymco
"Leaders motivating followers by removing means to surrender or retreat is not uncommon. It’s harsh & brutal. It’s not a natural thing do do: destroying perfectly useful options is value destructive & generates outrage, even mutiny.<br />
<br />
In Nokia’s case, institutional inertia with a vestigial Symbian effort would compel the organization to maintain the current platform while treating the new alternative as a pathogen.<br />
<br />
Counter-distruption theory states that the response to a disruption requires a focused approach through an autonomous challenger protected from corporate antibodies by the CEO herself. In this case, the autonomous organization is outside the company (Microsoft). Protecting the new effort was not possible w/ a Chinese wall. The only alternative was to simply get rid of the old & start w/ a clean slate…<br />
<br />
…Nokia’s new CEO did not just jump off a “burning platform” but that once he jumped he made sure it kept burning so that nobody thought of going back on board."
microsoft  nokia  asymco  mobile  strategy  leadership  management  disruption  2011  symbian  administration  from delicious
february 2011 by robertogreco
Three rules for bringing out the best in teachers « Re-educate Seattle
"My friend Nick wrote to me earlier this week and scolded me for constantly critiquing the existing paradigm while rarely proposing specific solutions. So, with a nod to Nick, here’s my specific advice:

1.    Hire talented teachers and let them teach what inspires them.

2.    Never require—in fact, never allow—a teacher to teach content that doesn’t inspire him or her.

3.    Allow teachers to bring their whole selves to work; don’t limit their ability to share talents and things they love simply because it falls outside of their academic department.

I know what you’re thinking: If we followed this advice, we’d have to completely re-invent the way we’ve structured our schools. The current model simply can’t accommodate these recommendations.

Exactly. We have to re-invent the way we structure our schools."
pscs  stevemiranda  tcsnmy  education  teaching  change  gamechanging  passion  interest  interestdriven  interestdriventeaching  standards  hiring  management  administration  curriculum  curriculumisdead  lcproject  schools  pugetsoundcommunityschool  from delicious
february 2011 by robertogreco
for the love of learning: Mistrust drives manipulation
"Superiors are there to support you not dictate you.<br />
<br />
Seth Godin writes about turning the traditional top-down power structure up-side down:<br />
<br />
"I always took the position that my boss (when I had a job) worked for me. My job was to do the thing I was hired to do, and my boss had assets that could help me do the job better. His job, then, was to figure out how best give me access to the people, systems and resources that would allow me to do my job the best possible way.<br />
<br />
Of course, that also means that the people I hire are in charge as well. My job isn't to tell them what to do, my job is for them to tell me what to do to allow them to keep their promise of delivering great work.<br />
If you go into work on Monday with a list of things for your boss to do for you (she works for you, remember?) what would it say? What happens if you say to the people you hired, "I work for you, what's next on my agenda to support you and help make your [learning] go up?""
teaching  education  deschooling  control  leadership  hierarchy  management  administration  tcsnmy  learning  work  support  freedom  autonomy  manipulation  deprofessionalization  democracy  from delicious
february 2011 by robertogreco
What’s wrong with bean counting? - Steve Denning - RETHINK - Forbes
"It’s important to note what’s wrong with bean counting. It’s not that counting is wrong. Counting is good. We desperately need to know what’s working and what isn’t.<br />
The problem with the bean counters is what’s being counted. It’s a focus on solely counting things, rather than dimensions of life related to people. It’s perfectly possible to measure dimensions like client delight and employee satisfaction, but the bean counters–and 20th Century business–focused on counting the beans.<br />
Bean counting is the consequence of a view of the world as consisting of “things” to be manipulated, rather than people to be interacted with and conversed with and responded to.<br />
The new economics counts the people dimensions as well as the beans. And guess what? Even in conventional bean-counting terms, the new economics turns out to be two- to four-times more productive than traditional management…"
economics  society  change  management  administration  numbers  statistics  accounting  accountability  accountants  people  leadership  standardizedtesting  whatmatters  tunnelvision  from delicious
february 2011 by robertogreco
Colin Ward, Anarchism as a Theory of Organization (1966)
"This is a remarkable text that shows the affinities between anarchy and the principles of organization of complex systems composed by many interconnected units. Perhaps, only when a mechanical worldview will be replaced by a cybernetic one, anarchy as organization will be finally recognized and accepted, probably under a different name."
anarchism  politics  anarchy  theory  organization  organizations  hierarchy  colinward  cyberspace  web  internet  digital  1966  government  authority  leadership  society  administration  institutions  deinstitutionalization  lcproject  deschooling  unschooling  from delicious
january 2011 by robertogreco
"No Common Thread": Identity Crisis at an Alternative School (JUAL)
"This study uses the phenomenon, or case, of the White Pine School as the basis for developing an understanding of how schools make their identities clear, distinct, and attractive to participants. This twenty six year old parent cooperative "alternative" private school seems to be experiencing an identity crisis in which there is little consistency of vision and practices with which to enact that vision. The causes, manifestations, and possible solutions to this identity crisis are herein examined."
alternative  alternativeeducation  schools  progressive  education  tcsnmy  toshare  lcproject  identity  organizations  leadership  missionstatements  vision  dysfunction  management  administration  from delicious
january 2011 by robertogreco
Among your lessons learned as a young entrepreneur, which are the greatest? - Quora
"It's usually better to have a cofounder than go it alone.<br />
<br />
Being an entrepreneur is not about being in love with an idea, it's about being in love w/ running a company.<br />
<br />
Having a highly homogeneous (background, education, values, preferences, etc) very early team is better than not — cuts down on time-wasting arguments.<br />
<br />
You can have successful teams where people hate but deeply respect each other; the opposite (love but not respect among team members) is a recipe for disaster.<br />
<br />
If there is any doubt about hiring a candidate for your first 5-6 positions, there is no doubt — do not.<br />
<br />
You cannot hire a cofounder.<br />
<br />
All compensation information eventually becomes public, & usually eventually—very quickly.<br />
<br />
In many cases "working from home" is not really working.<br />
<br />
Leadership by example is the most effective type. If you expect the troops to crank through nights & weekends, better be there yourself…"
lcproject  via:robinsloan  management  leadership  business  startup  advice  administration  maxlevchin  from delicious
december 2010 by robertogreco
leading and learning: We have lost so much the past 50 years. We need to return leadership back to creative teachers.
"There are schools that currently provide such positive images, where principals have worked w/ teachers to create visions that relate to their own aspirations. Many of these schools have developed visions around metaphors that provide focus for all they do. From such simple metaphors they have crafted out their teaching principles & behavioral values w/ students & wider community, to the point that all in community know 'what they stand for'. Such schools are reinventing themselves as vital centres of their communities & are well placed to take next step to link up & share energy & expertise, w/ others.<br />
<br />
…Successful schools create alignment between vision & way of teaching &, when this is done, everyone develops 'shared sense of direction' & 'wonderful things happen'. In such schools there is 'sense of excitement about the place'; such schools, 'raise their expectations, work becomes more focused, they say no to a lot of junk that gets thrown at them by all kinds of people'"
vision  values  sharedvalues  tcsnmy  schools  leadership  administration  teaching  learning  community  lcproject  progressive  education  identity  from delicious
november 2010 by robertogreco
Blaise Agüera y Arcas, the Mind Behind Bing Maps | Creating - WSJ.com
"applied a coat of blackboard paint to the wall himself because he dislikes odor of whiteboard marker…manages about 60 people…most stimulating meetings…are "jam sessions," in which people riff on each others' ideas…Prototypes are crucial…most productive moments often occur outside office, w/out distraction of meetings. After he has dinner & puts children to bed…he & wife, neuroscientist at UW, often sit side-by-side working on laptops late into night…Though…greater management responsibilities over years…still considers it vital to find time to develop projects on his own. "You see people who evolved in this way, & sometimes it looks like their brains died"…finds driving a car "deadening," so he takes a bus to work from his home, reading or working on his laptop…When young…dismantled things both animal & inanimate, from cameras to guinea pigs, so that he could see how they worked"
blaiseagüerayarcas  meetings  distraction  microsoft  bing  maps  mapping  nightowls  management  administration  leadership  brainstorming  iteration  prototyping  ommuting  cv  buses  cars  driving  howthingswork  detachment  attention  work  howwework  creativity  invention  from delicious
november 2010 by robertogreco
Marketplace Photo Gallery: Do middle managers really matter?
"Stanford University Professor Nicholas Bloom talks with Kai Ryssdal about a study he conducted looking at the role of middle managers and whether they matter, and how he conducted experiments in Indian factories to find out."
management  administration  leadership  economics  business  middlemanagement  india  factories  nicholasbloom  manufacturing  from delicious
november 2010 by robertogreco
Curious Cat Management Improvement Blog » Respect People: Trust Them to Use good Judgment ["Nordstrom’s employee handbook used to be presented on a single 5 x 8 card"]
""Welcome to Nordstrom. We’re glad to have you with our Company. Our number one goal is to provide outstanding customer service. Set both your personal and professional goals high. We have great confidence in your ability to achieve them. So our employee handbook is very simple. We have only one rule: Use good judgment in all situations. Please feel free to ask your department manager, store manager, or division general manager any question at any time.<br />
<br />
That is no longer the case, however, as they have become more like everyone else. Simple ideas like this only work within the right context. Taking such ideas and applying them to an organization that isn’t ready will backfire. But if you build a culture where trust, respect, customer service and responsibility are encouraged lots of rules just get in the way of people doing their best. If you can’t trust employees to do their jobs, the problem is with the system you have that results in that, not the people you can’t trust."
nordstrom  trust  management  leadership  simplicity  administration  employment  employees  responsibility  respect  culture  work  from delicious
november 2010 by robertogreco
Twitter and the Dunbar Number - Rob's posterous
"As a reminder - Here are the Lego Blocks of the science of human groups. From these precise grouping you build the best performing organizations.<br />
<br />
As with Lego, there is nothing random about how best to organize human beings. All well functioning organizations use these groups and they avoid the "Dip" - you will see the "Dip" below.<br />
<br />
8 The Circle of Intimacy (The section): where you intuitively communicate as a great sports team will - 15 the dangerous nowhere group that you must either go back to 8 or rush to 34 from - 34 the ideal compound group (The platoon) - 89 the ideal large team - 144 The maximum unit where all can know each other to use trust rather than rules."
twitter  robertpatterson  communities  organizations  socialmedia  groupsize  dunbar  community  psychology  learning  knowledge  business  capacity  sociology  social  hr  leadership  administration  management  tcsnmy  lcproject  classsize  dunbarnumber  from delicious
october 2010 by robertogreco
The Man, the Boy, and the Donkey | Connected Principals
"Please all, and you will please none. Many principals that I know really like to please; they really like to make people happy. Many principals I know fell into a trap at the beginning of their admin career of trying to avoid confrontation and keep people happy. Sounds like a good idea except that it isn’t.<br />
<br />
Principals often have to make decisions that have multiple, opposing factors to weigh. We make some really tough decisions that we know will make some people unhappy. Principals are not there to make everyone happy.<br />
<br />
In the end, most principals that I know fall back on what they value most whether it pleases everyone or not: we do what is best for the children. If that does not please some folks, so be it."
values  leadership  tcsnmy  schools  administration  policy  management  from delicious
october 2010 by robertogreco
John Sculley On Steve Jobs, The Full Interview Transcript | Cult of Mac
"He felt that the computer was going to change the world & it it was going to become what he called “the bicycle for the mind.” It would enable individuals to have this incredible capability that they never dreamed of before…<br />
<br />
What makes Steve’s methodology different from everyone else’s is that he always believed the most important decisions you make are not the things you do – but the things that you decide not to do. He’s a minimalist.…<br />
<br />
Normally you will only see a handful of software engineers who are building an operating system. People think that it must be hundreds and hundreds working on an operating system. It really isn't. It's really just a small team of people. Think of it like the atelier of an artist…<br />
<br />
[Japanese standards are just different than ours. If you look at Apple and the attention to detail. The “open me first,” the way the box is designed, the fold lines, the quality of paper, the printing — Apple just goes to extraordinary lengths."
apple  business  stevejobs  mac  design  interview  size  groupsize  teams  managment  administration  lcproject  focus  minimalism  johnsculley  organizations  tcsnmy  computers  efficiency  via:kottke  japan  muji  experience  packaging  management  from delicious
october 2010 by robertogreco
Mule Design Studio’s Blog: The Chokehold of Calendars
"Meetings may be toxic, but calendars are the superfund sites that allow that toxicity to thrive. All calendars suck. And they all suck in the same way. Calendars are a record of interruptions. And quite often they’re a battlefield over who owns whose time.<br />
<br />
In my experience, most people don’t schedule their work. They schedule the interruptions that prevent their work from happening. In the case of a business like ours, what clients pay us to make and do happens in the cracks between meetings, or worse, after business hours.<br />
<br />
I’ve yet to see a résumé—and I hope I never do— that lists “attends meetings well” as a skill. Yet attending meetings ends up being a key component of many jobs. And it’s stupid.<br />
<br />
The problem here is two-fold. Part of it is software. Part of it is human behavior. You can’t fix the software without adjusting the human behavior. And there is no point to addressing the human behavior if the software won’t support it."
via:robinsloan  meetings  productivity  time  work  cv  gtd  management  calendars  administration  tcsnmy  from delicious
october 2010 by robertogreco
Apt. 11D: Governor Christie Pushes For Merit Pay and Tenure Reform [via: http://ayjay.tumblr.com/post/1216615980/quantification-in-most-professions-is-being-used]
A comment: "Quantification in most professions is being used to keep us from having to shoulder the messy burden of making human, intimate judgments, or explaining why we value what we value. They usually end up being the architectural equivalent of trying to build a cathedral without arches, stained glass, multiple sizes of stone, gargoyles or any other idiosyncratic part that deviates from the standard stone block used in a standard stone wall. …<br />
<br />
A school that’s all about rewarding people who teach to the tests or who look good even on a robust, multivariable scale, is almost certainly going to overlook good teaching that misses the metric, teaching which a humane, sensitive supervisor might notice and reward.<br />
<br />
Because we know that humane, sensitive supervisors are relatively rare, we look to the numbers as insurance against that rarity. I’d rather figure out how to make humane sensitivity the first requirement of institutional leadership."
education  quanitifcation  measurement  tcsnmy  learning  schools  teaching  human  humanity  sensitivity  leadership  deschooling  unschooling  administration  management  judgement  accountability  values  rewards  testing  standards  standardization  standardizedtesting  metrics  toshare  topost  from delicious
october 2010 by robertogreco
Bad Signs
"I’d love to see a research study that counted the number of motivational posters (along with other self-help, positive-thinking materials and activities) in a school and then assessed certain other features of that school. My hypothesis: the popularity of inspirational slogans will be correlated with a lower probability that students are invited to play a meaningful role in decision-making, as well as less evidence of an emphasis on critical thinking threaded through the curriculum and a less welcoming attitude toward questioning authority. I’d also predict that the schools decorated with these posters are more likely to be run by administrators who brag about the school’s success by conventional indicators and are less inclined to call those criteria into question or challenge troubling mandates handed down from above (such as zero-tolerance discipline policies or pressures to raise test scores)."
alfiekohn  signs  motivation  intrinsicmotivation  education  learning  schools  administration  students  teaching  lcproject  tcsnmy  unschooling  deschooling  authority  whatmatters  from delicious
september 2010 by robertogreco
School teachers in charge? Why some schools are forgoing principals. - CSMonitor.com
"Amid the push for accountability, one rising trend puts school teachers, rather than principals, at the helm of schools."
hierarchy  leadership  management  administration  schools  teaching  2010  trends  from delicious
september 2010 by robertogreco
Peter Principle | read more wikipedia. [Reminder of a sad truth]
"The Peter Principle is the principle that “in a hierarchy every employee tends to rise to their level of incompetence”.<br />
<br />
It holds that in a hierarchy, members are promoted so long as they work competently. Sooner or later they are promoted to a position at which they are no longer competent (their “level of incompetence”), and there they remain, being unable to earn further promotions.<br />
<br />
Peter’s Corollary states that “in time, every post tends to be occupied by an employee who is incompetent to carry out their duties” and adds that “work is accomplished by those employees who have not yet reached their level of incompetence”.”"
peterprinciple  hierarchy  incompetence  productivity  via:lukeneff  management  administration  promotion  work  workplace  from delicious
september 2010 by robertogreco
Weekend Essay by Jonah Lehrer: How Power Affects Us - WSJ.com
"Contrary to the Machiavellian cliché, nice people are more likely to rise to power. Then something strange happens: Authority atrophies the very talents that got them there."
jonahlehrer  machiavelli  authority  corruption  ethics  politics  business  leadership  power  psychology  behavior  brain  management  military  human  markhurd  2010  empathy  transparency  hierarchy  administration  tcsnmy  accessibility  isolation  from delicious
august 2010 by robertogreco
Lessons from Google Wave and MSFT Kin « Scott Berkun [via: http://berglondon.com/blog/2010/08/13/friday-links/]
"Wave was weird, but cheap. Compared to Kin, which likely involved dozens of people & man-months, Wave was likely done by small team. That was biggest cost! If you’re going to have failures, even visible ones, better cheap & small, than expensive & large…<br />
<br />
easy metric of innovation culture is learning—are people at all levels learning, sharing & growing from whatever happens, good or bad. Not lip-service. But actual learning, where people admit mistakes or oversights & what they might have done differently (rather than witch-hunt many big companies confuse w/ learning).<br />
<br />
…starts w/ leaders, & leaders on Kin or Wave have much fodder to work w/. Are they going to share what they learned? Progress awaits if they do. But resentment, confusion & high odds for [repeating] will fester if they don’t.<br />
<br />
Anywhere people learn from success & failure will outpace places that lack courage to look at failures w/ eyes open & learn from it, as well as places that don’t learn anything at all."
tcsnmy  change  innovation  risks  risktaking  learning  organizations  business  google  googlewave  scale  experience  culture  management  progress  sharing  failure  microsoft  microsoftkin  kin  smallandcheap  leadership  administration  lcproject  cost  unschooling  deschooling  ownership  incentives  motivation  punishment  courage  success  from delicious
august 2010 by robertogreco
Solitude and Leadership: an article by William Deresiewicz | The American Scholar
"Excellence isn’t usually what gets you up the greasy pole. What gets you up is a talent for maneuvering. Kissing up to the people above you, kicking down to the people below you. Pleasing your teachers, pleasing your superiors, picking a powerful mentor and riding his coattails until it’s time to stab him in the back. Jumping through hoops. Getting along by going along. Being whatever other people want you to be, so that it finally comes to seem that, like the manager of the Central Station, you have nothing inside you at all. Not taking stupid risks like trying to change how things are done or question why they’re done. Just keeping the routine going. I tell you this to forewarn you, because I promise you that you will meet these people and you will find yourself in environments where what is rewarded above all is conformity. I tell you so you can decide to be a different kind of leader..."
via:anne  leadership  education  conformity  tcsnmy  risk  risktaking  williamderesiewicz  learning  culture  life  philosophy  bureaucracy  business  careers  change  military  management  administration  solitude  concentration  thinking  independence 
august 2010 by robertogreco
kung fu grippe: Episode 27: Missionless Statements
"In this special episode, Dan Benjamin talks with two of his heroes, Merlin Mann & Jeff Veen about independence, free thinking, email, productivity, & changing your game."

[There is more here (on shared values, innovation, organizations, management, entreprenuership, change, etc.) than my notes reflect—all worth the listen.]

[Video also at: http://5by5.tv/conversation/27 ]
dunbar  dunbarnumber  groupsize  classsize  productivity  management  administration  tcsnmy  lcproject  jeffreyzeen  merlinmann  danbenjamin  email  communication  leadership  problemsolving  technology  enterprise  independence  freethinking  gamechanging  time  small  slow  ambientintimacy  relationships  understanding  efficiency  human  humanconnection  campfire  offhtheshelfsoftware  values  organizations  groups  sharedvalues  culture  failure  innovation  cv  risktaking  risk  freelancing  motivation  danielpink  meaning  autonomy  drive  missionstatement  vision 
july 2010 by robertogreco
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