RSS

robertogreco + leadership   546

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
The Disrupters: Working Outside The Business Norm | Fast Company
[From 3. Joi Ito]

"The Japanese government once asked me to be on a committee about taxes and information technology. The first thing I said was, 'Let's figure out a way to use resources more efficiently to lower taxes.' And they said, 'No, no, no--this committee is about using computers to collect more tax.' So I asked, 'How do we reduce costs?' And they said, 'Oh, there's no committee for that.' [Laughs] That's the problem with large organizations. They create roles and constraints, and sometimes people forget why they're there."
creativity  innovation  business  leadership  2012  joiito  committees  scale  roles  bureaucracy  constraints  organizations  from delicious
february 2012 by robertogreco
A VC: The Management Team - Guest Post From Joel Spolsky
"For every Steve Jobs, there are a thousand leaders who learned to hire smart people and let them build great things in a nurturing environment of empowerment and it was AWESOME. That doesn’t mean lowering your standards. It doesn’t mean letting people do bad work. It means hiring smart people who get things done—and then getting the hell out of the way."
servantleadership  2012  stevejobs  empowerment  leadership  management  business  startups  joelspolsky  from delicious
february 2012 by robertogreco
Being Progressive Shouldn't Be Hazardous to Your Health: Here's How to Avoid Our Culture of Overwork | Personal Health | AlterNet
"Given the culture and psychology of self-sacrifice in progressive organizations, it's no wonder that turnover is so high, that so many talented younger organizers don't stay, and that those who do get burned out. They get burned out because they adapt to the perceived expectation that they give up their lives, their families, and their health for the chance to do mission-driven work. It's also no wonder that so many of them have such unhealthy lifestyles and that their gatherings are so often lubricated by alcohol.

Finally, there is an unspoken and destructive prohibition against talking seriously about the problem of burnout. To those caught in its terrible web, it would be like questioning the weather, or asking themselves why they need a paycheck, or why they should wear clothes to work. When burnout becomes embedded in a culture and reflected in a lifestyle fueled by the psychic predispositions of those living it, an honest discussion of its causes & effects becomes impossible."
leadership  tcsnmy  self-care  stress  health  2012  progressive  progressives  cv  burnout 
february 2012 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
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
Bridging the Values Gap | Blog | design mind
"Clearly, the bond between society and business is broken, and the legitimacy of companies is at a new low point. Movements such as Occupy Wall Street express a growing indignation over the disconnect between the perks for a few and the rights of many. When Harvard undergraduate students stage a walkout of an Economics 101 class in sympathy with the Occupy movement to protest the ‘corporatization’ of education, it might indeed indicate the beginning of a “New Progressive Movement.” It is not just the redistribution of wealth that’s being scrutinized, however. What citizens, in the U.S. and elsewhere, demand are new, more collaborative and inclusive models of value creation that produce meaning as much as profits…

reality in many companies today is that there appears to be a gap between the articulation of lofty principles and their application, despite all the talk about purpose, social power, emotional engagement, and community-building"
hierarchy  2011  society  business  communities  collaboration  leadership  organizations  values  self-governance  ows  occupywallstreet  inclusion  inclusiveness  from delicious
december 2011 by robertogreco
Does it Scale? | Mssv
"We’ve treated ’scale’ like an unalloyed good for so long that it seems peculiar to question it. There are plenty of reasons for wanting to scale businesses and services up to make more things for more people in more areas; perhaps the strongest is that things usually get cheaper and quicker to provide.

The problem is that scale has a cost, and that’s being unable to respond to the wants and needs of unique individuals. Theoretically, that’s not a problem in a free market, but of course, we don’t have a free market, and we certainly don’t have a free market when it comes to politics and media."
adrianhon  scale  scaling  scalability  scalable  ows  2011  occupywallstreet  politics  anarchism  anarchy  uk  us  policy  leadership  hierarchy  power  influence  media  economics  from delicious
november 2011 by robertogreco
Mario Savio: Sproul Hall Steps, December 2, 1964 - YouTube
"There is a time when the operation of the machine becomes so odious, makes you so sick at heart, that you can't take part; you can't even passively take part, and you've got to put your bodies upon the gears and upon the wheels, upon the levers, upon all the apparatus, and you've got to make it stop. And you've got to indicate to the people who run it, to the people who own it, that unless you're free, the machine will be prevented from working at all!"

Via stonecast, see here: http://www.savio.org/who_was_mario.html

More here: http://tinyurl.com/3b46o2 "
mariosavio  politics  activism  freedom  anarchism  libertarianism  berkeley  history  1964  protest  themachine  organizations  bureaucracy  democracy  leadership 
november 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
Caterina.net» Blog Archive » Make things
John Holt: "Leaders are not what many people think–people with huge crowds following them. Leaders are people who go their own way without caring, or even looking to see whether anyone is following them. “Leadership qualities” are not the qualities that enable people to attract followers, but those that enable them to do without them. The include, at the very least, courage, endurance, patience, humor, flexibility, resourcefulness, determination, a keen sense of reality, and the ability to keep a cool and clear head even when things are going badly. This is the opposite of the “charisma” that we hear so much about."<br />
<br />
…People ask me who inspires me…often stumps me because I have been inspired in my work by stuff that people make… [bunch of examples]…the people who make these things are my leaders. Most of the time I don’t know their names. Sometimes I’m lucky & do.<br />
<br />
So, to hell with all that noise. It’s just a big mass of envy, chatter & FOMO. Let’s get excited & make things."
leadership  caterinafake  johnholt  making  doing  entrepreneurship  inspiration  noise  talk  technology  techindustry  whatmatters  cv  freemandyson  from delicious
september 2011 by robertogreco
Steve's Seven Insights for 21st Century Capitalists - Umair Haque - Harvard Business Review
"Matter. "Do you want to spend the rest of your life selling sugar water—or do you want to change the world?"

Master. "Design is a funny word. Some people think design means how it looks. But of course, if you dig deeper, it's really how it works."

Do the insanely great. "When you're a carpenter making a beautiful chest of drawers, you're not going to use a piece of plywood on the back, even though it faces the wall & nobody will ever see it."

Have taste. "The only problem with Microsoft is they just have no taste…absolutely no taste."

Build a temple. "Your work is going to fill a large part of your life, & the only way to be truly satisfied is to do what you believe is great work. & the only way to do great work is to love what you do."

Don't build a casino. "The cure for Apple is not cost-cutting. The cure for Apple is to innovate its way out of its current predicament."

Don't pander — better. "We didn't build the Mac for anybody else. We built it for ourselves.""
business  innovation  umairhaque  stevejobs  meaning  purpose  tcsnmy  work  focus  values  management  leadership  2011  lcproject  design  gamechanging  from delicious
august 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
Ian Bogost - Gamification is Bullshit
"I've suggested the term "exploitationware" as a more accurate name for gamification's true purpose…captures gamifiers' real intentions: a grifter's game, pursued to capitalize on a cultural moment, through services about which they have questionable expertise, to bring about results meant to last only long enough to pad their bank accounts…

I am not naive & I am not a fool. I realize that gamification is the easy answer for deploying a perversion of games as a mod marketing miracle. I realize that using games earnestly would mean changing the very operation of most businesses. For those whose goal is to clock out at 5pm having matched the strategy & performance of your competitors, I understand that mediocrity's lips are seductive because they are willing. For the rest, those of you who would consider that games can offer something different and greater than an affirmation of existing corporate practices, the business world has another name for you: they call you "leaders.""
design  management  business  gaming  gamification  ianbogost  exploitationware  truth  2011  motivation  leadership  trends  fads  marketing  behavior  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
Guiding Principles :: Save Our Schools March and National Call to Action
"For the future of our children, we demand:<br />
<br />
Equitable funding for all public school communities<br />
<br />
An end to high stakes testing used for the purpose of student, teacher, and school evaluation<br />
<br />
Teacher, family and community leadership in forming public education policies<br />
<br />
Curriculum developed for and by local school communities"<br />
<br />
[Click through for sub-points under each of the above.]
education  2011  sosmarch  washingtondc  protest  dc  policy  politics  funding  teaching  learning  schools  publicschools  libraries  assessment  standardizedtesting  local  leadership  classsize  curriculum  from delicious
july 2011 by robertogreco
The Auteur Myth | Wired Science | Wired.com
"…it’s also important to remember that nobody creates Vertigo or the iPad by themselves; even auteurs need the support of a vast system. When you look closely at auteurs, what you often find is that their real genius is for the the assembly of creative teams, trusting the right people with the right tasks at the right time. Sure, they make the final decisions, but they are choosing between alternatives created by others. When we frame auteurs as engaging in the opposite of collaboration, when we obsess over Hitchcock’s narrative flair but neglect Lehman’s script, or think about Jobs’ aesthetic but not Ive’s design (or the design of those working for Ives), we are indulging in a romantic vision of creativity that rarely exists. Even geniuses need a little help."
jonahlehrer  creativity  collaboration  alfredhitchcock  stevejobs  johngruber  design  film  decisionmaking  auteurs  howwework  constraints  support  making  business  teamwork  leadership  2011  from delicious
july 2011 by robertogreco
Thomas Steele-Maley: Weaving a Dream
"I am reminded that all of our wranglings in education need not lose site of our learning communities, & the humans behind them. We need to come back consistently to young people. Do you remember beyond the banter of struggle what the noise of young people learning sounds like, looks like…? Do you remember the feeling you had; the heartache of happiness, body & mind full of  hope…hope?Do not loose these feelings, even in your radical reform work to help, political struggles & battles…But do not rest in your classrooms, learning centers & other space of education either.

Keep coming back to the learner: not the standard, model, curriculum…Weave your dream w/ learners as a learner & never forget they are there, watching, waiting, worried & hopeful. Listen to young people & they will do more than follow your lead, idea, design…they will lead, ideate, & design. Your dream will be successful, inspirational & world altering precisely because you kept coming back…to what matters…"
thomassteele-maley  teaching  learning  leading  radicals  reform  education  politics  hope  meaning  meaningmaking  cv  struggle  fatigue  burnout  whatmatters  2011  unschooling  deschooling  leadership  leaders  listening  from delicious
july 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
The ‘Dramatic Picture’ of Richard Feynman by Freeman Dyson | The New York Review of Books
"a scientist who was unusually unselfish…hated all hierarchies…wanted no badge of superior academic status to come btwn him & his younger friends…considered science to be a collective enterprise in which educating the young was as important as making personal discoveries…put as much effort into teaching as…thinking.<br />
<br />
…never showed the slightest resentment when I published some of his ideas before he did…told me he avoided disputes about priority in science by following a simple rule: “Always give the bastards more credit than they deserve.” I have followed this rule myself. I find it remarkably effective for avoiding quarrels & making friends. A generous sharing of credit is the quickest way to build a healthy scientific community. In the end, Feynman’s greatest contribution to science was not any particular discovery. His contribution was the creation of a new way of thinking that enabled a great multitude of students & colleagues, including me, to make their own discoveries."
richardfeynman  freemandyson  books  humanity  humanism  unselfishness  hierarchy  leadership  teaching  learning  science  philosophy  physics  collectivism  discovery  collaboration  2011  from delicious
july 2011 by robertogreco
Week 315 – Blog – BERG
"Your sensitivity & tolerance improve only with practice. I wish I’d been given toy businesses to play w/ at school, just as playing w/ crayons taught my body how to let me draw.

I’ve written in these weeknotes before how I manage three budgets: cash, attention, risk. This is my attempt to explain how I feel about risk, and to trace the pathways between risk and cash. Attention, & how it connects, can wait until another day…

I said I wouldn’t speak about attention, but here’s a sneak peak of what I would say. Attention is the time of people in the studio, & how effectively it is applied. It is affected by the arts of project & studio management; it can be tracked by time-sheets & capacity plans; it can be leveraged with infrastructure, internal tools, and carefully grown tacit knowledge; and it magically grows when there’s time to play, when there is flow in the work, and when a team aligns into a “sophisticated work group.”
Attention is connected to cash through work."
design  business  management  berg  berglondon  mattwebb  attention  flow  groups  groupculture  sophisticatedworkgroups  money  risk  riskmanagement  riskassessment  confidence  happiness  anxiety  worry  leadership  tinkering  designthinking  thinking  physical  work  instinct  frustration  lcproject  studio  decisionmaking  systems  systemsthinking  manufacturing  making  doing  newspaperclub  svk  distribution  integratedsystems  infrastructure  supplychain  deleuze  guattari  cyoa  failure  learning  invention  ineptitude  ignorance  deleuze&guattari  gillesdeleuze  interactive  fiction  if  interactivefiction 
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
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
A Psychopath Walks Into A Room. Can You Tell? : NPR
"Some psychologists have a theory that many of the world's ills can be blamed on psychopaths in high places.<br />
"Robert Hare, the eminent Canadian psychologist who invented the psychopath checklist, ... recently announced that you're four times more likely to find a psychopath at the top of the corporate ladder than you are walking around in the janitor's office," journalist Jon Ronson tells Guy Raz, host of weekends on All Things Considered.<br />
Ronson is the author of a new book, The Psychopath Test: A Journey Through the Madness Industry. The titular test is called the PCL-R. Invented by Hare, it's a checklist of characteristics common to psychopaths: things like glib and superficial charm, grandiosity, manipulative behavior and lack of remorse.<br />
Picture a psychopath and you might think of Norman Bates. But Ronson says successful businessmen can also score high on the checklist."
psychology  psychopathy  psycopaths  leadership  management  2011  jonronson  books  culture  competitiveness  competition  capitalism  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
Paper Tigers ["What happens to all the Asian-American overachievers when the test-taking ends?"]
"The failure of Asian-Americans to become leaders in the white-collar workplace does not qualify as one of the burning social issues of our time. But it is a part of the bitter undercurrent of Asian-American life that so many Asian graduates of elite universities find that meritocracy as they have understood it comes to an abrupt end after graduation. If between 15 and 20 percent of every Ivy League class is Asian, and if the Ivy Leagues are incubators for the country’s leaders, it would stand to reason that Asians would make up some corresponding portion of the leadership class."
race  us  2011  elitism  meritocracy  testing  testtaking  bambooceiling  education  leadership  asians  asian-americans  via:rushtheiceberg  wesleyyang  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
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
Safe is risky. Risky is safe. « Re-educate Seattle
"Years ago, he assumed leadership of a college that was in transition, & helped it grow & develop.<br />
<br />
I said, “I want to do the same thing for PSCS that you’ve done for [this college].”<br />
<br />
He spent an hour with me telling stories & offering advice on organizational development. When he was finished, I tried to sum up.<br />
<br />
“It sounds like the way to grow an organization is to find the important stories, tell them to people who might be interested, & then keep working like crazy until you succeed.”<br />
<br />
He smiled. “It’s not complicated.” Then he added, “But it’s not easy. And the more success you have, the more work there will be to do. It never stops, so you have to love it. Doing the work has to be energizing for you. If not, it’s time to get a new job.”<br />
<br />
It’s after midnight right now, and I still have almost an hour’s worth of work before sending this out. I believe that re-imagining what school can be—& then building these new kinds of schools—is the most important work there is."
stevemiranda  storytelling  schools  leadership  sharing  marketing  tcsnmy  cv  growth  learning  self-knowledge  lcproject  from delicious
april 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 />
<br />
2. Will you please come to our classrooms more often…<br />
<br />
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
Seth's Blog: The opportunity is here
"The opportunity is the biggest of our generation…there for anyone smart enough to take it—to develop a best in class skill, tell a story, spread the word, be in demand, satisfy real needs, run from the mediocre middle & change everything.<br />
<br />
…Like all revolutions, this is an opportunity, not a solution [or] guarantee…opportunity to poke & experiment & fail & discover dead ends on way to making a difference…old economy offered a guarantee—time plus education plus obedience = stability…new one, not so much…offers chance for you to…make an impact.<br />
<br />
¡Note! If you're looking for 'how', if you're looking for a map, for a way to industrialize the new era, you've totally missed the point & you will end up disappointed. The nature of the last era was that repetition & management of results increased profits. The nature of this one is the opposite: if someone can tell you precisely what to do, it's too late. Art & novelty & innovation cannot be reliably & successfully industrialized."
sethgodin  yearoff  change  mediocrity  opportunity  economics  gamechanging  risk  risktaking  deschooling  unschooling  lcproject  iteration  learning  innovation  stability  obedience  authority  hierarchy  management  leadership  freelancing  industrialization  industrialschooling  industrialsociety  society  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
College of Exploration
"…a global learning network. We work with partners around the world on innovative and exploratory learning programs about our environment, the earth, the ocean, technology, leadership, learning and creativity.<br />
<br />
We are organized as a collegium concerned with programs about our understanding of, and our relationships with and between, our inner and outer worlds. <br />
<br />
The College of Exploration is incorporated in the Commonwealth of Virginia USA as a not for profit with 501c3 status with the US Internal Revenue Service.<br />
<br />
We co-explore with a range of partners to produce and offer educational and research programs. Since 1991 TCOE has partnered in a wide range of innovative education events - both online and on-site. We believe in co-design, co-operation and collaborative projects!<br />
<br />
The CofE strives to provide learners of all ages and backgrounds with exciting online, and onsite opportunities to actively explore the world around them as well as their own responses to the world."
education  science  collaboration  via:hrheingold  oceans  environment  technology  leadership  learning  creativity  collegeofexploration  online  web  systems  systemsthinking  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 />
<br />
2) Justice: Everyone in an organization should be held to common standards, with rules and procedures that are clear, firm, fair, and consistent…<br />
<br />
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
True communication is only possible between equals - tribe.net
"But a man with a gun is told only that which people assume will not provoke him to pull the trigger. Since all authority and government are based on force, the master class, with its burden of omniscience, faces the servile class, with its burden of nescience, precisely as a highwayman faces his victim. Communication is possible only between equals. The master class never abstracts enough information from the servile class to know what is actually going on in the world where the actual productivity of society occurs. Furthermore, the logogram of any authoritarian society remains fairly inflexible as time passes, but everything else in the universe constantly changes. The result can only be progressive disorientation among the rulers. The end is debacle. <br />
<br />
The schizophrenia of authoritarianism exists both in the individual and in the whole society. <br />
<br />
I call this the Snafu Principle."
robertantonwilson  roberthshea  authoritarianism  authority  communication  equality  democracy  hierarchy  leadership  anarchism  society  class  2006  sociology  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
Independence Day: Developing Self-Directed Learning Projects - NYTimes.com
"What would schools look like if students developed their own curriculum? How would education and the experience of being in school differ for students if they had more power to direct their learning? In this lesson, students consider an experiment in public education in which a small group of high school students planned and executed a model for their own learning. They then develop and implement their own self-directed projects and reflect on the results." [See also: http://www.nytimes.com/2011/03/15/opinion/15engel.html AND http://www.youtube.com/watch?v=MTmH1wS2NJY ]
pedagogy  education  learning  tcsnmy  lcproject  unschooling  deschooling  independentproject  schools  studentdirected  self-directed  self-directedlearning  projectbasedlearning  projects  curriculum  lifeskills  standards  collaboration  problemsolving  criticalthinking  self-regulation  leadership  individualization  theindependentproject  freedom  independence  cv  freeschools  democraticschools  autodidacts  autodidactism  student-led  from delicious
march 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 />
<br />
"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
The Rural School and Community Trust
"The Rural School and Community Trust is a national nonprofit organization addressing the crucial relationship between good schools and thriving communities. Our mission is to help rural schools and communities get better together.
Working in some of the poorest, most challenging places, the Rural Trust involves young people in learning linked to their communities, improves the quality of teaching and school leadership, and advocates in a variety of ways for appropriate state educational policies, including the key issue of equitable and adequate funding for rural schools"
rural  education  schools  grants  community  communities  us  via:steelemaley  lcproject  leadership  policy  funding  equity 
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
Without Thought | Metropolis Magazine
"At IDEO…international interdisciplinary team…included engineers, designers, and even a clinical psychologist."<br />
<br />
"tossed around the idea of inviting weekly speakers to make meetings productive. Fukasawa…thought it would be more useful if team members spoke about their own philosophies & how their cultures influenced them. They all agreed on one condition: that Fukasawa go first."<br />
<br />
"…result was a presentation on hari…Eastern philosophy, distilled down into design language…"usually translated as ‘tension,' but that’s not correct…It’s very hard to explain.” [Explains.]"<br />
<br />
"“That’s why it was important for him to go back to Japan,” Brown says. “One of the things that released him was the ability to work and tell the story of his work in his own language. Naoto has gone from somebody who crafts objects to somebody who crafts relationships with objects.”"<br />
<br />
“I think objects or things are shifting toward the surrounding walls for integration or otherwise into our body for integration,”
design  interview  japan  philosophy  hari  tension  naotofukasawa  glvo  ideo  via:preoccupations  reflection  identity  culture  howwework  conversation  leadership  interdisciplinary  multidisciplinary  crossdisciplinary  language  japanese  objects  evocativeobjects  muji  simplicity  slow  presentations  meetings  relationships  socialobjects  architecture  industrialdesign  craft  from delicious
february 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
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
Rands In Repose: The Noise
signal  noise  management  work  balance  whatmatters  communication  perspective  time  michaellopp  rands  leadership  purpose  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
Seth's Blog: Three ways to help people get things done
"Both the first message (bully w/ heart of gold) & second (creating scarce prizes) are based on factory model, one of scarcity…I'm going to manipulate whatever I need to do to get the results I need. If there's only room for one winner, it seems these approaches make sense.<br />
<br />
The third method, the one that I prefer, is to open the door. Give people a platform, not a ceiling. Set expectations, not to manipulate but to encourage. And then get out of the way, helping when asked but not yelling from the back of the bus.<br />
<br />
…When adults (and kids) see the power of self-direction & realize the benefits of mutual support, they tend to seek it out over & over again.<br />
<br />
In a non-factory mindset, one where many people have the opportunity to use the platform (I count web & most arts in this category), there are always achievers eager to take the opportunity…"
leadership  motivation  sethgodin  inspiration  management  tcsnmy  lcproject  unschooling  deschooling  factoryschools  industrial  industrialeconomy  industrialmindset  intrinsicmotivation  empowerment  teaching  learning  coercion  from delicious
january 2011 by robertogreco
How The Other Side Thinks « stone soup
"I was curious to see whether this correlation between educational values and leadership carries for other countries, and did a little impromptu research. I looked at the top 9 leaders of each country, and found their undergraduate major and/or graduate field. I started with the U.S., China, India, Singapore, and Germany. I would be interested in seeing others; however, I lack the language skill or Googling will to look them up.<br />
<br />
I’ll leave you to draw your own conclusions, but perhaps it should come as no surprise, given the results, that the Chinese government is less concerned about humanitarian issues than economic growth, infrastructure development, and technological advancement."
us  china  germany  india  singapore  policy  priorities  law  economics  government  leadership  leaders  humanities  humanrights  humanitarian  development  hujintao  barackobama  engineering  comparison  2011  from delicious
january 2011 by robertogreco
Learning from Finland - The Boston Globe
"As recently as 25 years ago, Finnish students were below the international average in mathematics and science. There also were large learning differences between schools, with urban or affluent students typically outperforming their rural or low-income peers. Today, as the most recent PISA study proves, Finland is one of the few nations that have accomplished both a high quality of learning and equity in learning at the same time. The best school systems are the most equitable — students do well regardless of their socio-economic background. Finally, Finland should interest US educators because Finns have employed very distinct ideas and policies in reforming education, many the exact opposite of what’s being tried in the United States.<br />
<br />
Finland has a different approach to student testing and how test data can or should not be used. Finnish children never take a standardized test. Nor are there standardized tests used to compare teachers or schools to each other…"
finland  us  education  policy  teaching  schools  equity  equality  pisa  systemsthinking  cooperation  government  sweden  germany  choice  competition  leadership  standardizedtesting  pedagogy  reform  2010  from delicious
december 2010 by robertogreco
THNK Amsterdam School for Creative Leadership
"mission: develop a new breed of creative leaders who transcend disciplines & co-create to solve real world challenges & generate unexpected innovations.<br />
…students will learn how to effectively lead organizations through uncertainty & constant change using divergent thinking…faculty will go 1 step further by encouraging them to actively seek ‘no comfort’ zones to trigger creativity, discover new possibilities beyond status quo & learn a whole lot about themselves in process.<br />
We’ll challenge them to tackle big, difficult issues related to business, creativity, technology & governance while developing key creative leadership skills:<br />
multi-disciplinary approaches to exploring issues from different & even contradictory perspectives;empathy in order to understand what people think, do & feel;prototyping & hands-on experimentation;mastery of cutting edge technologies; &ability to push through business & societal change.<br />
…first 4-month, full-time program in Sept 2011."
amsterdam  education  creativity  design  entrepreneurship  experimentation  prototyping  designthinking  multidisciplinary  crossdisciplinary  interdisciplinary  leadership  alternative  altgdp  graduateschool  governance  innovation  business  lcproject  basverhart  learning  picnic  from delicious
december 2010 by robertogreco
« earlier      

related tags

1to1 ⊕  3m ⊕  21stcentury ⊕  21stcenturylearning ⊕  21stcenturyskills ⊕  37signals ⊕  abrahams ⊕  abstraction ⊕  abundance ⊕  abuse ⊕  academia ⊕  academics ⊕  access ⊕  accessibility ⊕  accountability ⊕  accountants ⊕  accounting ⊕  accreditation ⊕  actingversuswhining ⊕  action ⊕  activism ⊕  adaptability ⊕  adaptivepath ⊕  administration ⊕  administrativebloat ⊕  adminstration ⊕  adrianhon ⊕  advantage ⊕  advertising ⊕  advice ⊕  advicepeopleiknowshouldfollow ⊕  advocacy ⊕  afghanistan ⊕  africa ⊕  agency ⊕  agility ⊕  ai ⊕  alberteinstein ⊕  alexsteffen ⊕  alfiekohn ⊕  alfredhitchcock ⊕  allnighters ⊕  alted ⊕  alternative ⊕  alternativeeducation ⊕  altgdp ⊕  altruism ⊕  amazon ⊕  ambientintimacy ⊕  ambiguity ⊕  amsterdam ⊕  analysis ⊕  anarchism ⊕  anarchy ⊕  andrewsullivan ⊕  animals ⊕  annawintour ⊕  annekirah ⊕  anthropology ⊕  anti-teaching ⊕  anticapitalism ⊕  anxiety ⊕  apologies ⊕  apple ⊕  apprenticeships ⊕  approach ⊕  archigram ⊕  architecture ⊕  archivability ⊕  arg ⊕  aronsolomon ⊕  arrogance ⊕  art ⊕  arts ⊕  ascd ⊕  asian-americans ⊕  asians ⊕  assessment ⊕  asymco ⊕  attachment ⊕  attention ⊕  attitude ⊕  attitudes ⊕  audience ⊕  austerity ⊕  auteurs ⊕  authenticity ⊕  authoritarianism ⊕  authority ⊕  autodidactism ⊕  autodidacts ⊕  autoindustry ⊕  autonomy ⊕  avatars ⊕  awareness ⊕  babyboomers ⊕  backlash ⊕  badchoices ⊕  bailout ⊕  balance ⊕  bambooceiling ⊕  banking ⊕  barackobama ⊕  barcodes ⊕  baryschwartz ⊕  baseball ⊕  basverhart ⊕  beenthere ⊕  bees ⊕  behavior ⊕  belief ⊕  belonging ⊕  benbernake ⊕  benefits ⊕  benjaminfranklin ⊕  berg ⊕  berglondon ⊕  berkeley ⊕  bestpractice ⊕  bestpractices ⊕  bigpicture ⊕  bigpictureschools ⊕  bigthink ⊕  billgates ⊕  billsimmons ⊕  bing ⊕  biology ⊕  blackswans ⊕  blaiseagüerayarcas ⊕  bloat ⊕  blogger ⊕  blogging ⊕  blogs ⊕  bobsutton ⊕  bogging ⊕  boldschools ⊕  bonds ⊕  bookmarking ⊕  books ⊕  boomers ⊕  bootcamp ⊕  boredom ⊕  bottom-up ⊕  boys ⊕  bradbird ⊕  brain ⊕  brainstorming ⊕  branding ⊕  brickhouse ⊕  brucemau ⊕  brucesmith ⊕  brunolatour ⊕  bubbles ⊕  buckminsterfuller ⊕  bugs ⊕  builders ⊕  building ⊕  buildings ⊕  bullies ⊕  bullshit ⊕  bureaucracy ⊕  burnout ⊕  buses ⊕  business ⊕  business-iness ⊕  buzzwords ⊕  campaigning ⊕  campfire ⊕  capacity ⊕  capitalism ⊕  care ⊕  careeradvice ⊕  careers ⊕  caring ⊕  caringcommunities ⊕  caroldweck ⊕  cars ⊕  caterinafake ⊕  causeandeffect ⊕  certainty ⊕  certification ⊕  chains ⊕  challenge ⊕  change ⊕  changeagents ⊕  changethegame ⊕  chaos ⊕  character ⊕  characterflaws ⊕  charity ⊕  charlesleadbeater ⊕  charlierose ⊕  charters ⊕  cheating ⊕  chicago ⊕  childhood ⊕  children ⊕  china ⊕  choice ⊕  chrisanderson ⊕  chrislehmann ⊕  circumstance ⊕  cities ⊕  citizenship ⊕  civics ⊕  clarity ⊕  class ⊕  classes ⊕  classics ⊕  classideas ⊕  classroom ⊕  classroommanagement ⊕  classrooms ⊕  classsize ⊕  clayburell ⊕  clayshirky ⊕  cleaninghouse ⊕  climatechange ⊕  closedsystems ⊕  clothing ⊕  cloudcomputing ⊕  cluetrainmanifesto ⊕  cocreation ⊕  codification ⊕  coding ⊕  coercion ⊕  coffee ⊕  cognition ⊕  cognitive ⊕  cohesion ⊕  coincidence ⊕  colinward ⊕  collaboration ⊕  collaborative ⊕  collapse ⊕  collapsingofreality ⊕  collective ⊕  collectiveintelligence ⊕  collectivism ⊕  collegehumor ⊕  collegeofexploration ⊕  colleges ⊕  collegiality ⊕  comfort ⊕  commandandcontrol ⊕  comments ⊕  commitment ⊕  committees ⊕  commons ⊕  commonsense ⊕  communication ⊕  communications ⊕  communities ⊕  community ⊕  comparison ⊕  compartmentalization ⊕  compensation ⊕  competencies ⊕  competency ⊕  competition ⊕  competitiveness ⊕  complacency ⊕  complaints ⊕  complexity ⊕  compliance ⊕  compromise ⊕  compulsory ⊕  computation ⊕  computers ⊕  concentration ⊕  conferences ⊕  confidence ⊕  conflict ⊕  conformism ⊕  conformists ⊕  conformity ⊕  confusion ⊕  connectedage ⊕  connection ⊕  connections ⊕  connectivism ⊕  connectivity ⊕  connectors ⊕  conscience ⊕  consensus ⊕  conservatism ⊕  consistency ⊕  constraints ⊕  constructivism ⊕  consulting ⊕  consumerism ⊕  content ⊕  context ⊕  continuouspartialattention ⊕  control ⊕  convergence ⊕  conversation ⊕  convictions ⊕  cooking ⊕  cooperation ⊕  coordination ⊕  corporateculture ⊕  corporatelife ⊕  corporatemindset ⊕  corporations ⊕  corporatism ⊕  corruption ⊕  corydoctorow ⊕  cost ⊕  costs ⊕  coudalpartners ⊕  courage ⊕  coworking ⊕  craft ⊕  craigslist ⊕  creative ⊕  creativeclass ⊕  creativity ⊕  credentials ⊕  credibility ⊕  credit ⊕  creditcrunch ⊕  crisis ⊕  criticalthinking ⊕  criticism ⊕  critique ⊕  crossdisciplinary ⊕  crosspollination ⊕  crowds ⊕  crowdsourcing ⊕  cruelty ⊕  culture ⊕  culutre ⊕  curiosity ⊕  currency ⊕  curriculum ⊕  customers ⊕  customerservice ⊕  customization ⊕  cv ⊕  cyberspace ⊕  cyoa ⊕  d.school ⊕  dachisgroup ⊕  dallas ⊕  danbenjamin ⊕  danger ⊕  dangerous ⊕  danhill ⊕  danielpink ⊕  danmeyer ⊕  daringfireball ⊕  davewiner ⊕  davidchang ⊕  davidmamet ⊕  davidsmith ⊕  davidweinberger ⊕  davos ⊕  dc ⊕  debate ⊕  deborahmeier ⊕  decisionfatigue ⊕  decisionmaking ⊕  decisions ⊕  dedication ⊕  definitions ⊕  deinstitutionalization ⊕  deleuze ⊕  deleuze&guattari ⊕  deliberate ⊕  democracy ⊕  democratic ⊕  democraticschools ⊕  democrats ⊕  demographics ⊕  denial ⊕  denmark ⊕  dennislittky ⊕  departmentalsilos ⊕  deprofessionalization ⊕  depth ⊕  depthoverbreadth ⊕  deschooling ⊕  design ⊕  designbasedlearning ⊕  designeducation ⊕  designprocess ⊕  designthinking ⊕  desire ⊕  detachment ⊕  development ⊕  devolution ⊕  dieterrams ⊕  differences ⊕  differentiatedlearning ⊕  digital ⊕  dilbert ⊕  dilettante ⊕  directinstruction ⊕  disagreement ⊕  disappointment ⊕  discipline ⊕  disconnect ⊕  discovery ⊕  discussion ⊕  disney ⊕  disruption ⊕  disruptive ⊕  disruptiveinnovation ⊕  distopia ⊕  distraction ⊕  distributed ⊕  distribution ⊕  distributive ⊕  diversification ⊕  diversity ⊕  diy ⊕  documents ⊕  doing ⊕  donothing ⊕  dontapscott ⊕  doomloop ⊕  doublestandards ⊕  dougnoon ⊕  downtime ⊕  drama ⊕  dress ⊕  dresscodes ⊕  drive ⊕  driving ⊕  dropouts ⊕  duh ⊕  dunbar ⊕  dunbarnumber ⊕  dysfunction ⊕  e-learning ⊕  ebooks ⊕  ecologicalmanagement ⊕  economics ⊕  edcatmull ⊕  edmondlau ⊕  edtech ⊕  education ⊕  educon ⊕  educon2.2 ⊕  edutainment ⊕  edutopia ⊕  effectiveness ⊕  efficiency ⊕  effort ⊕  eficiency ⊕  ego ⊕  eikekönig ⊕  elearning ⊕  elections ⊕  electroniccomputation ⊕  elinorostrom ⊕  elitism ⊕  email ⊕  emergent ⊕  emergentcurriculum ⊕  emowerment ⊕  empathy ⊕  empire ⊕  empiricism ⊕  employees ⊕  employment ⊕  empowerment ⊕  endowment ⊕  endsandmeans ⊕  energy ⊕  engagement ⊕  engineering ⊕  enrollment ⊕  enterprise ⊕  enterprise2.0 ⊕  entertainment ⊕  enthusiasm ⊕  entitlement ⊕  entrepreneurship ⊕  environment ⊕  equality ⊕  equity ⊕  establishment ⊕  etaching ⊕  ethics ⊕  etiquette ⊕  eu ⊕  euansemple ⊕  europe ⊕  evaluation ⊕  evanwilliams ⊕  events ⊕  evocativeobjects ⊕  ewanmcintosh ⊕  example ⊕  exams ⊕  exceptions ⊕  excuses ⊕  experience ⊕  experiencedesign ⊕  experimentation ⊕  experiments ⊕  expertise ⊕  experts ⊕  exploitationware ⊕  extrinsicmotivation ⊕  facebook ⊕  factories ⊕  factoryschools ⊕  facts ⊕  faculty ⊕  facultymeetings ⊕  fads ⊕  fail ⊕  failure ⊕  fairness ⊕  faith ⊕  fakingit ⊕  falsedichotomies ⊕  families ⊕  family ⊕  fashion ⊕  fastcompany ⊕  fatigue ⊕  façades ⊕  fear ⊕  feard ⊕  featurecreep ⊕  features ⊕  feedback ⊕  feminism ⊕  feminists ⊕  fiction ⊕  filetype:pdf ⊕  film ⊕  filmmaking ⊕  filtering ⊕  finance ⊕  finland ⊕  fittingin ⊕  fixingtheunbroken ⊕  flashmobs ⊕  flat ⊕  flatness ⊕  flattening ⊕  flexibility ⊕  flickr ⊕  flow ⊕  flux ⊕  focus ⊕  food ⊕  football ⊕  foreignpolicy ⊕  founderssyndrome ⊕  fraud ⊕  freakingout ⊕  fredwilson ⊕  free ⊕  freedom ⊕  freelance ⊕  freelanceteaching ⊕  freelancing ⊕  freemandyson ⊕  freeschools ⊕  freethinking ⊕  frugality ⊕  frustration ⊕  funding ⊕  fundraising ⊕  future ⊕  futurelab ⊕  futures ⊕  futurism ⊕  game ⊕  gamechanging ⊕  gamechaning ⊕  gamedesign ⊕  games ⊕  gamification ⊕  gaming ⊕  gapingvoid ⊕  gapyear ⊕  garystager ⊕  geek ⊕  gender ⊕  generalists ⊕  generations ⊕  generationx ⊕  generationy ⊕  generative ⊕  generosity ⊕  genius ⊕  genx ⊕  geny ⊕  geopolitics ⊕  georgecouros ⊕  georgelucas ⊕  georgemonbiot ⊕  georgewashington ⊕  georgewbush ⊕  germany ⊕  ghana ⊕  gillesdeleuze ⊕  glimmer ⊕  global ⊕  globalization ⊕  globalwarming ⊕  glocalism ⊕  glvo ⊕  gm ⊕  goal-setting ⊕  goals ⊕  goingrogue ⊕  google ⊕  googlewave ⊕  governance ⊕  government ⊕  gpa ⊕  grades ⊕  grading ⊕  gradschool ⊕  graduateschool ⊕  grants ⊕  graphicdesign ⊕  graphics ⊕  grassroots ⊕  greatdepression ⊕  greed ⊕  green ⊕  groupculture ⊕  groupdynamics ⊕  groups ⊕  groupsize ⊕  growth ⊕  growthmindset ⊕  gtd ⊕  guattari ⊕  guykawasaki ⊕  habits ⊕  hackdays ⊕  hackerculture ⊕  hackers ⊕  hacking ⊕  handbooks ⊕  handsoff ⊕  hannarosin ⊕  happiness ⊕  hari ⊕  harmony ⊕  harvard ⊕  health ⊕  healthcare ⊕  herd ⊕  hermanhesse ⊕  heroes ⊕  hierarchy ⊕  highered ⊕  highereducation ⊕  highschool ⊕  highstakes ⊕  hillaryclinton ⊕  hiring ⊕  history ⊕  homeschool ⊕  homework ⊕  honda ⊕  honesty ⊕  hope ⊕  hort ⊕  howchildrenlearn ⊕  howitshouldbedone ⊕  hownotto ⊕  hownottodoit ⊕  howthingswork ⊕  howto ⊕  howwelearn ⊕  howwework ⊕  hr ⊕  hughmacleod ⊕  hujintao ⊕  human ⊕  humanconnection ⊕  humanism ⊕  humanitarian ⊕  humanities ⊕  humanity ⊕  humannature ⊕  humanresources ⊕  humanrights ⊕  humans ⊕  humility ⊕  humor ⊕  hunch ⊕  hypocrisy ⊕  ianbogost ⊕  ibm ⊕  ict ⊕  ideas ⊕  identity ⊕  ideo ⊕  if ⊕  ignorance ⊕  im ⊕  imagination ⊕  immigration ⊕  impact ⊕  impatience ⊕  implementation ⊕  importance ⊕  improvisation ⊕  impulsivity ⊕  incentives ⊕  inclusion ⊕  inclusiveness ⊕  indecurity ⊕  independence ⊕  independentproject ⊕  independentschools ⊕  india ⊕  individual ⊕  individuality ⊕  individualization ⊕  inductivereasoning ⊕  industrial ⊕  industrialage ⊕  industrialdesign ⊕  industrialeconomy ⊕  industrialization ⊕  industrialmindset ⊕  industrialrevolution ⊕  industrialschooling ⊕  industrialsociety ⊕  ineptitude ⊕  inflexibility ⊕  influence ⊕  infooverload ⊕  informal ⊕  informaleducation ⊕  informallearning ⊕  information ⊕  infrastructure ⊕  initiaive ⊕  initiative ⊕  injustice ⊕  inmyexperience ⊕  innovation ⊕  inpenetrability ⊕  inquiry ⊕  inquiry-basedlearning ⊕  insects ⊕  insiders ⊕  inspiration ⊕  instinct ⊕  institutions ⊕  instruction ⊕  insulation ⊕  integratedsystems ⊕  intellectualproperty ⊕  intelligence ⊕  intentionalleadership ⊕  interaction ⊕  interactive ⊕  interactivefiction ⊕  interchangability ⊕  interdependency ⊕  interdisciplinary ⊕  interenet ⊕  interestingness ⊕  international ⊕  internet ⊕  internships ⊕  interpersonal ⊕  interregnum ⊕  interruptions ⊕  interview ⊕  interviews ⊕  intolerance ⊕  intrinsicmotivation ⊕  intuition ⊕  invention ⊕  investment ⊕  invisibility ⊕  ip ⊕  iphone ⊕  iran ⊕  irony ⊕  isolation ⊕  it ⊕  iteration ⊕  iterative ⊕  ivanillich ⊕  jackwelch ⊕  janchipchase ⊕  janejacobs ⊕  janemcgonigal ⊕  japan ⊕  japanese ⊕  jasonfried ⊕  javierarbona ⊕  jeffbezos ⊕  jefferson ⊕  jeffreyzeen ⊕  jimcollins ⊕  jimcoudal ⊕  jobs ⊕  jobtitles ⊕  joelspolsky ⊕  johncleese ⊕  johngruber ⊕  johnholt ⊕  johnkay ⊕  johnmackey ⊕  johnmaeda ⊕  johnseelybrown ⊕  johntaylorgatto ⊕  joiito ⊕  jonahlehrer ⊕  jonathanraban ⊕  jonbecker ⊕  jonronson ⊕  journalism ⊕  jprangaswami ⊕  judgement ⊕  julianbleecker ⊕  justice ⊕  kathysierra ⊕  kazysvarnelis ⊕  keitholbermann ⊕  kenrobinson ⊕  kevinkelly ⊕  khoivinh ⊕  killingtheabraham ⊕  kin ⊕  kindness ⊕  knowledge ⊕  knowledgemanagement ⊕  korea ⊕  kottke ⊕  krugereffect ⊕  labor ⊕  lackofvision ⊕  language ⊕  laptops ⊕  latinamerica ⊕  law ⊕  layout ⊕  lcproject ⊕  leaders ⊕  leadership ⊖  leading ⊕  learnin ⊕  learning ⊕  learning2.0 ⊕  learningbydoing ⊕  learningcommunities ⊕  lebbeuswoods ⊕  lectures ⊕  legal ⊕  letmeshowyou ⊕  libertarianism ⊕  libraries ⊕  library ⊕  life ⊕  lifehacks ⊕  lifelonglearning ⊕  lifeskills ⊕  lifestyle ⊕  listening ⊕  literature ⊕  livingnetworks ⊕  livingthroughtheopposite ⊕  local ⊕  logos ⊕  loneliness ⊕  lonewolves ⊕  longevity ⊕  longnow ⊕  longtail ⊕  longterm ⊕  losangeles ⊕  losingfocus ⊕  louisville ⊕  love ⊕  luck ⊕  machiavelli ⊕  magazines ⊕  magnum ⊕  making ⊕  malcolmgladwell ⊕  management ⊕  managment ⊕  mandybrown ⊕  manifestos ⊕  manipulation ⊕  manufacturing ⊕  mapping ⊕  maps ⊕  marcandreessen ⊕  marcprensky ⊕  margaretmead ⊕  margaretwheatley ⊕  marginalrevolution ⊕  mario ⊕  marionbrady ⊕  mariosavio ⊕  marissamayer ⊕  markearls ⊕  marketing ⊕  markets ⊕  markfederman ⊕  markhurd ⊕  markpesce ⊕  markpincus ⊕  markzuckerberg ⊕  martinvarsavsky ⊕  martyrdom ⊕  masculinity ⊕  masters ⊕  masterteachers ⊕  mastery ⊕  materialism ⊕  math ⊕  matriarchy ⊕  mattheweffect ⊕  matttaibbi ⊕  mattwebb ⊕  maureendowd ⊕  maxlevchin ⊕  mba ⊕  meaning ⊕  meaningmaking ⊕  measurement ⊕  media ⊕  media:document ⊕  medialab ⊕  mediocrity ⊕  meetings ⊕  meltdown ⊕  men ⊕  mentoring ⊕  mentors ⊕  mentorships ⊕  merit ⊕  meritocracy ⊕  meritpay ⊕  merlinmann ⊕  mesh ⊕  meshnetworks ⊕  messiness ⊕  metacognition ⊕  metaverse ⊕  methodology ⊕  metrics ⊕  michaelbierut ⊕  michaellopp ⊕  michaelmccabe ⊕  michaelwesch ⊕  michalmigurski ⊕  microblogging ⊕  microsoft ⊕  microsoftkin ⊕  middleeast ⊕  middlemanagement ⊕  middleschool ⊕  mikemccarthy ⊕  military ⊕  millennials ⊕  mind ⊕  mindset ⊕  mingling ⊕  mirroring ⊕  mischief ⊕  mission ⊕  missionstatement ⊕  missionstatements ⊕  mistakes ⊕  mit ⊕  mitmedialab ⊕  mmo ⊕  mmog ⊕  mmorpg ⊕  mobile ⊕  mobiled ⊕  mobilelearning ⊕  modeling ⊕  mohammadyunus ⊕  money ⊕  mood ⊕  morale ⊕  morality ⊕  morals ⊕  moreofthesame ⊕  motivation ⊕  muji ⊕  multiageclassrooms ⊕  multiculturalism ⊕  multidisciplinary ⊕  multimedia ⊕  multitasking ⊕  music ⊕  myth ⊕  myths ⊕  nais ⊕  nanotechnology ⊕  naotofukasawa ⊕  narcissism ⊕  narrative ⊕  nature ⊕  nba ⊕  nclb ⊕  negotiation ⊕  nelsonmandela ⊕  neologisms ⊕  netflix ⊕  netgen ⊕  network ⊕  networkculture ⊕  networkedage ⊕  networkedlearning ⊕  networking ⊕  networks ⊕  neurology ⊕  neuroscience ⊕  neworleans ⊕  newrulesfortheneweconomy ⊕  news ⊕  newspaperclub ⊕  newyorker ⊕  newzealand ⊕  nicholasbloom ⊕  nicholaskristof ⊕  nightowls ⊕  nintendo ⊕  noahbrier ⊕  noamscheiber ⊕  nobodyknowshatthey'redoing ⊕  noconfidence ⊕  nodes ⊕  noise ⊕  nokia ⊕  nonprofit ⊕  nonprofits ⊕  nordstrom ⊕  nuance ⊕  numbers ⊕  obedience ⊕  objectives ⊕  objects ⊕  obliquity ⊕  observation ⊕  obsolescence ⊕  occupywallstreet ⊕  oceans ⊕  offhtheshelfsoftware ⊕  office ⊕  officedesign ⊕  offices ⊕  olpc ⊕  oma ⊕  ommuting ⊕  online ⊕  oped ⊕  open ⊕  openaccess ⊕  opencontent ⊕  openness ⊕  opensource ⊕  openspacetechnology ⊕  openstudio ⊕  opinion ⊕  opinions ⊕  opportunity ⊕  optimism ⊕  oratory ⊕  organization ⊕  organizations ⊕  osmosis ⊕  outsiders ⊕  overconfidence ⊕  overpopulation ⊕  ownership ⊕  ows ⊕  p2p ⊕  palomar5 ⊕  paolofreire ⊕  paperless ⊕  parallelworking ⊕  parenteducation ⊕  parenting ⊕  parents ⊕  participation ⊕  participatory ⊕  partnerships ⊕  passion ⊕  patbassett ⊕  patience ⊕  patriarchy ⊕  patterns ⊕  paulgraham ⊕  paulofreire ⊕  paulrand ⊕  pay ⊕  pbl ⊕  peakoil ⊕  pedagogy ⊕  pentagram ⊕  people ⊕  perception ⊕  perfectionism ⊕  performance ⊕  perseverance ⊕  persistence ⊕  personality ⊕  personallearning ⊕  personnel ⊕  perspective ⊕  persuasion ⊕  petermerholz ⊕  philanthropy ⊕  philosophy ⊕  phones ⊕  phonics ⊕  photography ⊕  photojournalism ⊕  phrases ⊕  physical ⊕  physics ⊕  picnic ⊕  pisa ⊕  pixar ⊕  place-shifted ⊕  planning ⊕  play ⊕  playethic ⊕  playfulness ⊕  plc ⊕  ples ⊕  pln ⊕  podular ⊕  police ⊕  policy ⊕  politics ⊕  poplulation ⊕  population ⊕  porous ⊕  portal ⊕  potential ⊕  power ⊕  practice ⊕  predictions ⊕  presence ⊕  presentation ⊕  presentations ⊕  presidency ⊕  pricing ⊕  princeramus ⊕  priorities ⊕  privacy ⊕  private ⊕  privatization ⊕  problemsolving ⊕  procedure ⊕  process ⊕  procrastination ⊕  product ⊕  productivity ⊕  professionaldevelopment ⊕  professionalism ⊕  professionallearningcommunities ⊕  professionallearningteams ⊕  profits ⊕  programming ⊕  progresive ⊕  progress ⊕  progressive ⊕  progressives ⊕  projectbasedlearning ⊕  projectmanagement ⊕  projects ⊕  property ⊕  protest ⊕  prototyping ⊕  psychology ⊕  psychopathy ⊕  psycopaths ⊕  public ⊕  publications ⊕  publicschools ⊕  publishing ⊕  punishment ⊕  purpose ⊕  qrcodes ⊕  qualities ⊕  quality ⊕  qualityoflife ⊕  quanitifcation ⊕  quitting ⊕  quora ⊕  quotations ⊕  quotes ⊕  race ⊕  radicals ⊕  radiolab ⊕  random ⊕  rands ⊕  rationality ⊕  ratrace ⊕  reading ⊕  reality ⊕  reason ⊕  reasoning ⊕  recession ⊕  recordingindustry ⊕  recovery ⊕  recruitment ⊕  redundancy ⊕  reference ⊕  reflection ⊕  reform ⊕  regulation ⊕  relationships ⊕  religion ⊕  remkoolhaas ⊕  reputation ⊕  research ⊕  resilience ⊕  resistance ⊕  respect ⊕  responsibility ⊕  responsiveclassroom ⊕  rest ⊕  restaurants ⊕  retention ⊕  retrievability ⊕  retrieval ⊕  reviews ⊕  revolution ⊕  reward ⊕  rewards ⊕  rfid ⊕  rhetoric ⊕  ricardosemler ⊕  richardfeynman ⊕  risd ⊕  risk ⊕  riskassessment ⊕  riskmanagement ⊕  risks ⊕  risktaking ⊕  robertantonwilson ⊕  robertgreenleaf ⊕  roberthshea ⊕  robertpatterson ⊕  roles ⊕  routine ⊕  rss ⊕  rttt ⊕  rulemaking ⊕  rules ⊕  rural ⊕  russelldavies ⊕  safety ⊕  salaries ⊕  salary ⊕  sanfrancisco ⊕  sarahpalin ⊕  sat ⊕  satire ⊕  scalability ⊕  scalable ⊕  scale ⊕  scaling ⊕  scarcity ⊕  scaringpeople ⊕  schedule ⊕  schedules ⊕  scheduling ⊕  school ⊕  schoolculture ⊕  schooldesign ⊕  schooliness ⊕  schooling ⊕  schools ⊕  science ⊕  scottbelsky ⊕  screenwriting ⊕  search ⊕  searchability ⊕  seattle ⊕  secondlife ⊕  security ⊕  seenthis ⊕  self ⊕  self-awareness ⊕  self-care ⊕  self-directed ⊕  self-directedlearning ⊕  self-education ⊕  self-esteem ⊕  self-governance ⊕  self-improvement ⊕  self-knowledge ⊕  self-organization ⊕  self-organizedlearningenvironment ⊕  self-regulation ⊕  self-scrutiny ⊕  selfdetermination ⊕  selffulfillingprophesies ⊕  selfimage ⊕  selfimprovement ⊕  selfishness ⊕  selflessness ⊕  selfpreservation ⊕  semantic ⊕  sensitivity ⊕  serendipity ⊕  seriousgames ⊕  servant ⊕  servant-leadership ⊕  servantleaders ⊕  servantleadership ⊕  service ⊕  services ⊕  sethgodin ⊕  sharedbeliefs ⊕  sharedvalues ⊕  sharewithbrian ⊕  sharing ⊕  shellyblake-pock ⊕  shift ⊕  shigerumiyamoto ⊕  shortterm ⊕  signal ⊕  simplicity ⊕  simulations ⊕  sincerity ⊕  singapore ⊕  singletasking ⊕  size ⊕  skeptics ⊕  skills ⊕  skunkworks ⊕  sla ⊕  sleep ⊕  sleepdeprivation ⊕  slow ⊕  small ⊕  smallandcheap ⊕  smallschools ⊕  smartmobs ⊕  snarkmarket ⊕  soccer ⊕  social ⊕  socialbusiness ⊕  socialenterprise ⊕  socialentrepreneurship ⊕  socialinnovation ⊕  socializing ⊕  socialmedia ⊕  socialmobility ⊕  socialnetworking ⊕  socialnetworks ⊕  socialobjects ⊕  socialscience ⊕  socialsoftware ⊕  society ⊕  sociology ⊕  socraticmethod ⊕  software ⊕  solitude ⊕  sophisticatedworkgroups ⊕  sosmarch ⊕  space ⊕  spaces ⊕  speaking ⊕  specialists ⊕  specialization ⊕  speech ⊕  speeches ⊕  spending ⊕  spirit ⊕  sports ⊕  stability ⊕  standardization ⊕  standardizedtesting ⊕  standards ⊕  startingover ⊕  startup ⊕  startups ⊕  stasis ⊕  statistics ⊕  status ⊕  statusquo ⊕  stephendownes ⊕  stevejobs ⊕  stevemiranda ⊕  stevenjohnson ⊕  stewartbrand ⊕  storytelling ⊕  stoweboyd ⊕  strange ⊕  strangers ⊕  strategy ⊕  streaming ⊕  streams ⊕  stress ⊕  structure ⊕  struggle ⊕  student-centered ⊕  student-led ⊕  studentdirected ⊕  students ⊕  studies ⊕  studio ⊕  studioclassroom ⊕  studios ⊕  study ⊕  substance ⊕  suburbs ⊕  success ⊕  sudbury ⊕  sugar ⊕  supplychain ⊕  support ⊕  survival ⊕  survivalism ⊕  sustainability ⊕  svk ⊕  swarms ⊕  swearing ⊕  sweden ⊕  syatems ⊕  symbian ⊕  systems ⊕  systemschange ⊕  systemsthinking ⊕  t-shapedpeople ⊕  talent ⊕  talk ⊕  talks ⊕  tcsnmy ⊕  teacherasmasterlearner ⊕  teachers ⊕  teaching ⊕  team ⊕  teams ⊕  teamwork ⊕  techindustry ⊕  technology ⊕  ted ⊕  teens ⊕  television ⊕  tension ⊕  terrorism ⊕  testing ⊕  testtaking ⊕  tfa ⊕  theatlantic ⊕  theindependentproject ⊕  themachine ⊕  theoffice ⊕  theory ⊕  thewayitshouldbedone ⊕  thinking ⊕  thinktanks ⊕  thomasfriedman ⊕  thomasjefferson ⊕  thomassteele-maley ⊕  timcarmody ⊕  time ⊕  time-shifted ⊕  timemanagement ⊕  timeouts ⊕  timing ⊕  tinkering ⊕  tips ⊕  tomfriedman ⊕  tomwujec ⊕  tools ⊕  top-down ⊕  topost ⊕  toread ⊕  toshare ⊕  towrite ⊕  toyota ⊕  toys ⊕  traditional ⊕  training ⊕  transformation ⊕  transitions ⊕  transparency ⊕  travel ⊕  trends ⊕  trialanderror ⊕  trust ⊕  truth ⊕  tuition ⊕  tunnelvision ⊕  tutorials ⊕  tutoring ⊕  tv ⊕  twitter ⊕  tylercowen ⊕  ubiquitousconnectivity ⊕  ubiquitouslearning ⊕  ubiquity ⊕  uffeelbaek ⊕  ui ⊕  uk ⊕  umairhaque ⊕  uncertainty ⊕  unconferences ⊕  understanding ⊕  unintendedconsequences ⊕  unions ⊕  universities ⊕  unlearning ⊕  unpredictability ⊕  unschooling ⊕  unselfishness ⊕  urbanism ⊕  urbanplanning ⊕  us ⊕  usability ⊕  users ⊕  ushistory ⊕  utopia ⊕  ux ⊕  valencetheory ⊕  value ⊕  values ⊕  valve ⊕  vc ⊕  via:anne ⊕  via:cburell ⊕  via:cervus ⊕  via:chrisod ⊕  via:cityofsound ⊕  via:grahamje ⊕  via:hrheingold ⊕  via:kottke ⊕  via:lukeneff ⊕  via:migurski ⊕  via:monikahardy ⊕  via:preoccupations ⊕  via:robinsloan ⊕  via:rodcorp ⊕  via:rushtheiceberg ⊕  via:steelemaley ⊕  via:timo ⊕  video ⊕  videogames ⊕  virtual ⊕  virtualworlds ⊕  vision ⊕  visualization ⊕  vulnerability ⊕  waiterrule ⊕  waiters ⊕  wallstreet ⊕  warrenbuffett ⊕  washingtondc ⊕  waste ⊕  watereddown ⊕  we ⊕  wealth ⊕  web ⊕  web2.0 ⊕  well-being ⊕  wellsaid ⊕  wesleyyang ⊕  whatmatters ⊕  whatsholdingusback ⊕  wholefoods ⊕  why ⊕  whyhowwhat ⊕  wieden+kennedy ⊕  wikipedia ⊕  wikis ⊕  williamderesiewicz ⊕  williamfarish ⊕  willrichardson ⊕  wired ⊕  wisdom ⊕  wk ⊕  women ⊕  wording ⊕  words ⊕  work ⊕  workaholics ⊕  workflow ⊕  workforce ⊕  working ⊕  workplace ⊕  workshops ⊕  workspace ⊕  world ⊕  worldchanging ⊕  worldleadership ⊕  worry ⊕  wow ⊕  writing ⊕  xenophobia ⊕  xeroxparc ⊕  yahoo ⊕  ycombinator ⊕  yearoff ⊕  yochaibenkler ⊕  youth ⊕  youtube ⊕ 

Copy this bookmark:



description:


tags: