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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
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
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
Nemawashi - Wikipedia
"Nemawashi (根回し) in Japanese means an informal process of quietly laying the foundation for some proposed change or project, by talking to the people concerned, gathering support and feedback, and so forth. It is considered an important element in any major change, before any formal steps are taken, and successful nemawashi enables changes to be carried out with the consent of all sides.

Nemawashi literally translates as "going around the roots", from 根 (ne, root) and 回す (mawasu, to go around [something]). Its original meaning was literal: digging around the roots of a tree, to prepare it for a transplant.

Nemawashi is often cited as an example of a Japanese word which is difficult to translate effectively, because it is tied so closely to Japanese culture itself, although it is often translated as 'laying the groundwork.'"

[via: http://speedbird.wordpress.com/2011/12/04/my-back-pages-what-is-hotel/ ]
nemawashi  change  culture  tcsnmy  consent  consensus  management  japan  japanese  social  design  business  frontloading  conversation  from delicious
december 2011 by robertogreco
Institutional memory and reverse smuggling | wrttn
"At the end of the project someone should've been commissioned to write a book, "What This Goddamn Plant Is: And, How It Works". That book is effectively being written now, only by archaeologists."
engineering  documentation  process  archeology  knowledge  via:straup  institutionalmemory  memory  legacy  tcsnmy  lcproject  2011  via:blech  scale  scaling  bureaucracy  archaeology  reversesmuggling  institutionalarchaeology  institutions  business  reverse  culture  values  posterity  corporateespionage  reversecorporateespionage  organizations  recordkeeping  companies  management  sharing  via:tealtan 
december 2011 by robertogreco
Caterina.net» Killing the Abraham
"Companies without a strong Abraham lose their way. If you can’t identify who is at the helm, it better be a commodity business that anybody can run (Warren Buffett: “Invest in a company any fool can run, since some day a fool will.”)…

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

Abrahams are often called upon to do difficult work, thankless tasks, and sometimes, terrible things, as when god asked Abraham to kill his own, firstborn son, Isaac. Steve Jobs was rightly praised for his ability to “Kill his babies” — that is, disrupt himself."
caterinafake  business  startups  leadership  creativity  2011  culture  management  lcproject  tcsnmy  administration  cv  behavior  killingtheabraham  abrahams  from delicious
november 2011 by robertogreco
Hello Etsy Berlin - Douglas Rushkoff on Etsy - Livestream
"Everybody thinks that because they can blog, they should blog."

"Why do I want to scale? The only reason to scale is to get out of the business I'm in."

"What would you rather do? Would you rather do something or would you rather manage people who are doing that thing?"

"perverse corporate capitalism of the 1990's, the Jack Welch, General Electric, Harvard Business School model, which is get out of any productive industry and become more and more like a bank"

"What Jack Welch realized is that Marx was right…whoever is creating the actual value through their labor is the slave"

"what you want to do is get as far away from those guys as possible and get as close to the bank funding that activity as possible."
douglasrushkoff  economics  p2p  work  labor  2011  etsy  currency  slavery  jobs  corporatism  history  banking  finance  digital  exchange  internet  peertopeer  capitalism  karlmarx  meansofexchange  hierarchy  localcurrency  biases  doing  making  facebook  social  advertising  jackwelch  ge  generalelectric  sharing  scale  scaling  growth  business  entrepreneurship  self-employment  creativity  management  middlemanagement  middlemen  addedvalue  localcurrencies  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
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
Patterns of Creativity in Japan
"Lessons from Successful Japanese Companies – A Resource"
creativity  japan  chrisberthelsen  ideas  patterns  management  tokyo  howwework  culture  process  a-small-lab  from delicious
september 2011 by robertogreco
Researcher reveals how “Computer Geeks” replaced “Computer Girls” | Gender News
"Asked to picture a computer programmer, most of us describe the archetypal computer geek, a brilliant but socially-awkward male. We imagine him as a largely noctural creature, passing sleepless nights writing computer code. According to workplace researchers, this stereotype of the lone male computer whiz is self-perpetuating, and it keeps the computer field overwhelming male. Not only do hiring managers tend to favor male applicants, but women are less likely to pursue careers a field where feel they won’t fit in.<br />
It may be surprising, then, to learn that the earliest computer programmers were women and that the programming field was once stereotyped as female."
technology  internet  history  management  2011  gender  women  programming  computing  computers  via:preoccupations  has:via  from delicious
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
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
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
leading and learning: Let's celebrate those few creative teachers -and even fewer creative schools. They are the future.
"If teachers have in their minds the need to develop their class as a learning community of scientists and artists then during the year, as skills develop, greater responsibility can be passed over to students…<br />
<br />
The success of any class will depend on the expectations, attitudes and skills the students bring with them ; what they are able to do with minimal assistance. <br />
<br />
If the school has a clear vision of the attributes they would like their students to achieve then there will be a continual growth  of  independent learning  competencies from year to year.   Schools that achieve such growth in quality learning usually have spent considerable time developing a set of shared teaching and learning beliefs  that all teachers agree with and see purpose in. Underpinning such beliefs are assumptions about how students learn and the need to create the conditions for every learner to grow towards their innate potential."
tcsnmy  teaching  leadership  administration  toshare  schools  schoolculture  newzealand  progressive  art  science  learning  emergentcurriculum  relationships  growth  unschooling  deschooling  sharedvalues  sharedbeliefs  howchildrenlearn  discussion  management  whatmatters  customization  control  bestpractices  from delicious
august 2011 by robertogreco
OpenSpaceWorld: AboutOpenSpace
"Open Space Technology is one way to enable all kinds of people, in any kind of organization, to create inspired meetings and events. Over the last 20+ years, it has also become clear that opening space, as an intentional leadership practice, can create inspired organizations, where ordinary people work together to create extraordinary results with regularity.<br />
<br />
In Open Space meetings, events & organizations, participants create & manage their own agenda of parallel working sessions around a central theme of strategic importance, such as: What is the strategy, group, organization or community that all stakeholders can support and work together to create?<br />
<br />
With groups of 5 to 2000+ people—working in one-day workshops, 3-day conferences, or the regular weekly staff meeting—the common result is a powerful, effective connecting & strengthening of what's already happening in the organization: planning & action, learning & doing, passion & responsibility, participation & performance."
openspacetechnology  unconferences  autonomy  work  meetings  conferences  intentionalleadership  leadership  tcsnmy  lcproject  administration  management  parallelworking  learning  doing  from delicious
august 2011 by robertogreco
Leadership Tips from Tony Hayward (or Not) - Rosabeth Moss Kanter - Harvard Business Review
"• Deny and minimize problems. Drop any mention of the high-minded principles you announced at the beginning of your term, such as…a culture that puts people first. Sweep them under the rug…Or better yet, find someone else to blame…

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

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

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

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

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

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

Shared a clear goal that we all understood…Worked physically close to each other & stayed connected by IM and phone when we didn’t…Shared feedback w/ each other & from customers out in the open every day, which builds confidence in arguing & makes new conversations really easy to beginStayed together through thick and thin to build trust in one another"
teamwork  teams  administration  management  tcsnmy  toshare  bureaucracy  organizations  goals  purpose  community  communication  collegiality  feedback  constructivecriticism  argument  arguing  discussion  proximity  powerpoint  irrationalcomplexity  rules  control  missingthepoint  trust  2011  zurb  from delicious
july 2011 by robertogreco
Have American Businesses Been Stranded By the MBAs? - Slashdot
"In his new book, Car Guys vs. Bean Counters: The Battle for the Soul of American Business, legendary car-guy Bob Lutz says to get the U.S. economy growing again, we need to fire the MBAs & let engineers run the show. The auto industry, writes TIME's Rana Foroohar, is actually a terrific proxy for a trend toward short-term, myopically balance-sheet-driven management that has infected American business. In the first half of 20th century, industrial giants like Ford, GE, AT&T & others used new technologies to create the best possible products & services w/ idea that if you build it better, the customers will come. But by late 70s, if-you-can-measure-it-you-can-manage-it MBAs were flourishing, & engineers were relegated to the geek back rooms. 'Shoemakers should be run by shoe guys,' argues Lutz, '& software firms by software guys.' Learning that China plans to open 40 new graduate schools of business in next few years, Lutz quipped, 'That's the best news I've heard in years.'"
management  business  books  productivity  shortterm  mba  economics  bigthree  technology  progress  measurement  assessment  china  us  from delicious
july 2011 by robertogreco
Drive - by Daniel Pink | Derek Sivers
"Your best approach is to have already established the conditions of a genuinely motivating environment. The baseline rewards must be sufficient. That is, the team’s basic compensation must be adequate and fair - particularly compared with people doing similar work for similar organizations. Your nonprofit must be a congenial place to work. And the people on your team must have autonomy, they must have ample opportunity to pursue mastery, and their daily duties must relate to a larger purpose. If these elements are in place, the best strategy is to provide a sense of urgency and significance - and then get out of the talent’s way.

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

[via: http://gaiwan.tumblr.com/post/7206114293 ]
books  drive  danielpink  motivation  extrinsicmotivation  teams  teamwork  autonomy  nonprofit  urgency  significance  talent  work  management  administration  congeniality  howwework  from delicious
july 2011 by robertogreco
Think Tank: The 'Veritas' About Harvard - Commentary - The Chronicle of Higher Education
"Harvard spent the money [dramatically increased endowment] on many things. But not a dollar went to increasing the number of undergraduates it chose to bless with a Harvard education…<br />
<br />
…the true currency of elite higher education is admissions, not financial aid…<br />
<br />
That's because the real priority of elite higher education, as the receding tide of money has exposed, is the greater glory of elite higher education and the administrators and faculty members who work there. That's where all the money went, and that's where, now that some of the money turns out to have never existed in the first place, it needs to come from…<br />
<br />
An institution truly dedicated to teaching students has natural limits on how much money it needs. At some point, the land and space and professors suffice.<br />
<br />
An institution dedicated to accumulating more money and prestige? There are no limits to those needs. They can never be satisfied."
education  teaching  economics  academia  harvard  ivyleague  management  endowment  2011  highereducation  highered  elitism  class  society  havesandhavenots  money  finance  greed  wealth  access  from delicious
june 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
SpeEdChange: The art of seeing
"we must stop being blinded by our incredibly limited view of "science." Rather, we must learn to see again, to see widely & complexly. To build our own deep maps of the people, places, & experiences before us. You cannot describe the experience of a middle school English class w/out knowing what happened in the corridor before class began, or what happened the night before at home. You cannot describe the work coming out of a 10th grade math class w/out understanding the full experience of students and their parents with mathematics to that point…And you cannot tell me about the "performance" of any school if you have not deep-mapped it to include a million data points—most of which cannot be charted or averaged or statistically normed.<br />
<br />
Human observation & deep mapping are hard, but hardly impossible. These are skills which we all had before school began, and which we must recapture. We'll start by putting down our checklists…& in the next post, we will start to practice…"
seeing  observation  observing  deepmapping  learning  education  unschooling  deschooling  science  progressive  administration  management  tcsnmy  lcproject  schools  irasocol  nclb  billgates  gatesfoundation  arneduncan  rttt  checklists  adhd  adhdvision  pammoran  salkhan  jebbush  matthewkugn  robertmarzano  instruction  training  gamechanging  from delicious
june 2011 by robertogreco
ifttt
"ifttt puts the internet to work for you by creating tasks that fit this simple structure:<br />
<br />
ifthisthenthat<br />
Think of all the things you could do if you were able to define any task as: when something happens (this) then do something else (that).<br />
<br />
The (this) part of a task is called a Trigger (). Some example triggers are "if I'm tagged in a photo on Facebook" or "if I tweet on twitter." <br />
<br />
The (that) part of a task is called an action (). Some example actions are "then send me a text message" or "then create a status message on Facebook."<br />
<br />
Triggers and Actions come from Channels. Channels are the unique services and devices you use everyday, activated specifically for you. Some example channels:"
ifttt  internet  web  social  management  tools  tasks  automation  twitter  facebook  del.icio.us  email  phones  weather  onlinetoolkit  from delicious
june 2011 by robertogreco
YouTube - Disruptive Heroes, Caterina Fake
Caterina covers several topics as she talks about hacking the organization and ‘going rogue’: intrinsic motivation, passion, conformism, control, schools, learning, entrepreneurship, organizations, systems, leadership, etc.
caterinafake  entrepreneurship  unschooling  deschooling  education  motivation  intrinsicmotivation  extrinsicmotivation  management  administration  leadership  passion  goingrogue  organizations  hierarchy  bureaucracy  schools  conformism  control  systems  hacking  hackdays  yahoo  flickr  hunch  learning  lcproject  tcsnmy  disruption  innovation  from delicious
june 2011 by robertogreco
Olbermann's Exit: The Inside Story
"I'm difficult for management. That's why I have the reputation because nobody challenges management." He adds that his run-ins are simply out of good conscience: "I stand up to people. I do not believe that simply because I signed a contract that that gives people the right to make [unilateral] decisions. As part of the process by which you hire me, you hire me. You just don't hire an hour of me to do a performance." [More people should approach their work this way, see part of their job as challenging management, have some conviction, be willing to be fired for speaking out.]
keitholbermann  convictions  cv  management  administration  leadership  reputation  conscience  decisionmaking  process  hiring  employment  employees  challenge  2011  tcsnmy  from delicious
june 2011 by robertogreco
Six Common Misperceptions about Teamwork - J. Richard Hackman - The Conversation - Harvard Business Review [Wish someone I knew could get #1, #2, #3, and #5 straightened out]
"Teamwork and collaboration are critical to mission achievement in any organization that has to respond quickly to changing circumstances. My research in the U.S. intelligence community has not only affirmed that idea but also surfaced a number of mistaken beliefs about teamwork that can sidetrack productive collaboration…

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

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

Misperception #3: Bigger is better…

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

Misperception #5: It all depends on the leader…

Misperception #6: Teamwork is magical."
collaboration  business  management  leadership  administration  tcsnmy  via:steelemaley  culture  teams  work  small  groups  harmony  disagreement  teamwork  consistency  time  meetings  productivity  problemsolving  classideas  lcproject  myths  from delicious
june 2011 by robertogreco
Order is found in things working beneficially... - @plsj
"Order is found in things working beneficially together. It is not the forced condition of neatness, tidiness, and straightness all of which are, in design or energy terms, disordered. True order may lie in apparent confusion; it is the acid test of entropic order to test the system for yield. If it consumes energy beyond product, it is in disorder. If it produces energy to or beyond consumption, it is ordered. Thus the seemingly-wild and naturally-functioning garden of a New Guinea villager is beautifully ordered and in harmony, while the clipped lawns and pruned roses of the pseudo-aristocrat are nature in wild disarray." — Bill Mollison
messiness  unschooling  order  permaculture  tidiness  neatness  tcsnmy  energy  environment  chaos  anarchism  symbiosis  management  administration  control  deschooling  systems  systemsthinking  harmony  manicuredlandscapes  nature  disarray  cv  billmollison  from delicious
june 2011 by robertogreco
CEOs vouch for waiter Rule: watch how people treat staff | Protocol Advisors, Inc.
“Watch out for people who have a situational value system, who can turn the charm on and off depending on the status of the person they are interacting with,” Swanson writes. “Be especially wary of those who are rude to people perceived to be in subordinate roles.”
business  character  kindness  hiring  power  leadership  management  administration  control  waiterrule  waiters  hierarchy  truth  from delicious
june 2011 by robertogreco
Autoethnography - Wikipedia
"Autoethnography is a form of autobiographical personal narrative that explores the writer's experience of life. The term was originally defined as "insider ethnography".[1] It differs fundamentally from ethnography--a qualitative research method in which a researcher uses participant observation and interviews in order to gain a deeper understanding of a group's culture—in that autoethnography focuses on the writer's subjective experience rather than the beliefs and practices of others. Autoethnography is now becoming more widely used (though controversial) in performance studies, the sociology of new media, novels, journalism, communication, and applied fields such as management studies."
history  writing  social  research  via:steelemaley  sociology  communication  ethnography  journalism  newmedia  novels  management  managementstudies  performancestudies  experience  groupculture  groups  narrative  truth  inquiry  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
The Spinning Beach Ball of Death
"The spinning wait cursor or spinning disc pointer — where your mouse pointer becomes the rotating color wheel or "spinning beach ball" seen above — generally indicates that your Mac® is engaged in a processor-intensive activity. For example, applying a Gaussian blur to an image in Adobe® Photoshop® is a processor-intensive activity.<br />
In most cases, the "beach ball" disappears within several seconds. However, there are cases when the "beach ball" spins protractedly, a condition colloquially known as "The Spinning Beach Ball of Death" (SBBOD).<br />
This FAQ — derived from a corresponding chapter in our Troubleshooting Mac OS X e-book— discusses solving common SBBOD problems, both generally and in Web browsers."
mac  osx  applications  management  software  troubleshooting  browser  safari  performance  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
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
"Broken Meetings (and how you'll fix them)" on Vimeo
"There's a big elephant in the office today that's becoming harder to ignore—meetings.<br />
<br />
Even the best meetings can eat up massive person-hours, but those really awful ones will just kill you. You know the type.<br />
<br />
Those time-wasting, rudderless, repetitious, zombie meetings where "deep dives," "drill downs," and "face time" often mean much is debated, little is accomplished, and everybody leaves feeling broken--AND, often as not, late for their next meeting.<br />
<br />
In the premiere of this all-new presentation, Merlin Mann attacks Bad Meeting Culture with the same brand of practical, funny, and thought-provoking advice that his popular Inbox Zero talks brought to the topic of email."
productivity  meetings  management  merlinmann  2010  work  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
Scott E. Page - In Professor's Model, Diversity Equals Productivity - New York Times
"[organizations made up of different types of people are more productive than homogenous ones] Because diverse groups of people bring to organizations more & different ways of seeing a problem &, thus, faster/better ways of solving it.<br />
<br />
People from different backgrounds have varying ways of looking at problems, what I call “tools.” The sum of these tools is far more powerful in organizations w/ diversity than in ones where everyone has gone to the same schools, been trained in the same mold & thinks in almost identical ways.<br />
<br />
The problems we face in the world are very complicated. Any one of us can get stuck. If we’re in an organization where everyone thinks in the same way, everyone will get stuck in the same place.<br />
<br />
But if we have people with diverse tools, they’ll get stuck in different places… There’s a lot of empirical data to show that diverse cities are more productive, diverse boards of directors make better decisions, the most innovative companies are diverse."
diversity  michigan  economics  collaboration  management  admissions  tcsnmy  affirmitiveaction  interdisciplinary  multidisciplinary  crossdisciplinary  research  scottpage  2008  learning  problemsolving  schools  teams  organizations  lcproject  standardizedtesting  testing  deschooling  unschooling  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
electronic computation is invisible: maeda at RISD (tecznotes) {best to read the whole thing, and also the Natalia Ilyin post]
"…post about Maeda’s difficulties at RISD is interesting, but I was particularly struck by broader resonance of this:<br />
<br />
"The Medialab is much more random than that. This may help to illuminate why John’s approach is so alien to traditional art students. Paul Rand seems to think it’s John’s engineering background which interferes with his leadership ability at RISD, but I think it’s actually scarier. John’s approach is hands off & experimental. Anything goes. Confusing & startling people is valorized… <br />
<br />
…NONE of these artists have managed to broach the basic limitation that electronic computation is invisible. All techno artwork thus far relies on impenetrable microchips which require observer/participants to form abstractions in order to appreciate them. Look how hard it is to teach art students to program…<br />
<br />
…once you go back in time & look at a Maeda or PLW project & realize you can’t run their code anymore, the collapsing of reality can be devastating."
johnmaeda  michalmigurski  risd  2011  handsoff  leadership  management  disconnect  medialab  mit  engineering  confusion  experimentation  paulrand  computers  computation  art  electroniccomputation  invisibility  reality  collapsingofreality  administration  learning  change  abstraction  inpenetrability  technology  from delicious
april 2011 by robertogreco
An Open Letter to School Administrators | edSocialMedia
"There is no shame in being the quiet leader.  I believe that relationships you build with school community are the MOST IMPORTANT indicators of whether you will be successful or not.  Knowledge is secondary to those connections. I am also by no means saying that I have achieved the level as a principal that I would like to; I definitely have so much to learn in my career. But you have accepted your role as an educational administrator and as a person who cares about the future of all children, you need to do everything in your power to serve those you work with and lead them to unleash their greatness.  Isn’t that why we are in this position in the first place?  Use the collaborative nature of social networks to improve your learning along with the opportunities for staff."
service  leadership  georgecouros  administration  management  tcsnmy  socialmedia  collaboration  schools  from delicious
april 2011 by robertogreco
"the more you focus on control, the more likely you’re working on a project that’s striving to deliver something of relatively minor value" [.pdf]
"The book’s most quoted line is its first sentence: “You can’t control what you can’t measure.” This line contains a real truth, but I’ve become increasingly uncomfortable with my use of it. Implicit in the quote (and indeed in the book’s title) is that control is an important aspect, maybe the most important, of any software project. But it isn’t. Many projects have proceeded without much control but managed to produce wonderful products such as GoogleEarth or Wikipedia…<br />
<br />
This leads us to the odd conclusion that strict control is something that matters a lot on relatively useless projects and much less on useful projects. It suggests that the more you focus on control, the more likely you’re working on a project that’s striving to deliver something of relatively minor value."
management  administration  control  value  whatmatters  work  leadership  measurement  software  metrics  development  programming  tcsnmy  via:migurski  filetype:pdf  media:document  from delicious
april 2011 by robertogreco
Why old-school teaching fails new Canada - thestar.com
"At Arcola elementary in Regina, the main question asked by the staff was: “What will be good for our demographics?” Since they have the highest percentage of single families in Regina, they decided what they needed was, first, a sense of family and then, individualized instruction because the kids are at such different levels that one teacher per classroom isn't enough. So they concocted a program of team teaching, three or four teachers per expanded class. Some teachers resisted at first. Now you'd have to pry it out of their grip.<br />
<br />
These schools have been designated community schools, and with that comes the extra funding needed for what they do. But the community's own voice is at the centre. As a result, you don't just end up giving the community what someone thinks it needs; you start changing the nature of the community and its schools."<br />
<br />
[Let me repeat: "the community's own voice is at the centre […] you don't just end up giving the community what someone thinks it needs"]
teaching  reform  schools  education  democracy  lcproject  democraticschools  leadership  management  tcsnmy  administration  livingthroughtheopposite  thewayitshouldbedone  progressive  advicepeopleiknowshouldfollow  learning  community  communities  from delicious
april 2011 by robertogreco
– WE_Leadership – Volume 5
"In this issue we turn to the question of how the WE correlates with leadership in a networked world. At first sight the dynamic, self-organizing amorphous “WE” might seem a strange bedfellow to the strict, unbending, authoritarian ideas of “leadership” mainly found in business. But in a world in which the WE is in constant flow, where it is highly connected & is developing more & more impact all around the globe, leadership models which aren’t flexible in structure, speed & agenda will simply fail. Leaders are no longer appointed; nowadays they are chosen.<br />
<br />
All over the world we see the emergence of new WEs that are in constant flux. Just take a look at the Arab countries Tunisia, Egypt, Syria, Libya & Yemen and you’ll see WEs experimenting with completely different forms of leadership. Forms unknown to most of us. Their structure is complex. They’re not settled yet. All we know is that these new WEs are driven by many leaders of a new kind all seeking to make a difference."
leadership  management  administration  tcsnmy  we  structure  lcproject  hierarchy  flow  flux  via:cervus  from delicious
april 2011 by robertogreco
Zettelkasten – Wikipedia [See also: http://www.delicious.com/cervus/zettelkasten AND http://www.flickr.com/people/zettel/ AND http://zettelkasten.tumblr.com/]
"Der Zettelkasten ist ein Hilfsmittel bei der Erstellung einer literarischen oder wissenschaftlichen Arbeit. Wichtig erscheinende Sachverhalte, die man z. B. in einem Buch gefunden hat, werden mit Quellenangabe…"<br />
<br />
Google translation: "The card catalog is a tool in creating a literary or scientific work. Appears important issues that we found in a book, for example, has to be the source is noted on slips of paper and kept in boxes and sorted."<br />
<br />
By using a list box or a breakdown Editors will read information is not lost. The card catalog serves as a reminder. Card indexes are shown in the qualitative text analysis were used. <br />
<br />
A major advantage of a card index with respect to a linear text, in the form of a notebook without references, is the networking of content by indexing and cross-reference is created. <br />
<br />
Using electronic media can be obtained by linking with hyperlinks virtual card indexes to create, for example in the form of a wiki or a blog."
words  german  cardcatalog  notetaking  cv  process  howwework  hypertext  hyperlinks  del.icio.us  pinboard  wikis  blogs  cross-referencing  productivity  science  web  management  tools  from delicious
april 2011 by robertogreco
John Maeda at odds with RISD Faculty - natalia ilyin
"Maeda's made so many enemies and done so many wrong-headed things in such a short amount of time that I am reminded once again that IQ and intelligence are not the same thing. He's made many sweeping administrative errors, but it is this that bothers me: he thinks himself more intelligent than those who surround him and those who have gone before him. And since he believes himself more intelligent and advanced than the people that went before him, he assumes that what they believed is not true anymore, is outdated. This is a false syllogism.

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

We believed that Maeda could do for us that which we were too lazy to do for ourselves. We wanted him to somehow make what we teach seem new and shiny in the current era, without our really having to do anything about it. But we expected way too much from one man, and we did not understand that his great talent seems to be that of the person who first sees a shiny object in the marketplace and runs to get it. He is the earliest of adopters, the bell-weather of early adopters."
risd  designeducation  design  education  leadership  management  hierarchy  intelligence  interpersonal  johnmaeda  2011  noconfidence  faculty  administration  human  technology  change  highereducation  highered  arts  art  from delicious
april 2011 by robertogreco
Hot Stuff: Is the Kool-Aid wearing off? - Smiley & West
"The administration has to straighten its back up and say: “This is what we believe. This is our vision.”"
barackobama  tcsnmy  administration  vision  belief  purpose  clarity  management  focus  cv  tavissmiley  cornelwest  2011  policy  decisionmaking  from delicious
april 2011 by robertogreco
Want to be really creative? Stop thinking about yourself - The Globe and Mail
"People who focus on others tend to be more creative than those who are just out for themselves, because focusing on others forces you to consider a wider range of perspectives." —Adam Grant<br />
<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
Get-well wishes to Argentina's El Flaco whose football moved the world | Jonathan Wilson | Football | guardian.co.uk
"I maintain that a team is above all an idea," he said, "and more than an idea it is a commitment, and more than a commitment it is the clear convictions that a coach must transmit to his players to defend that idea. So my concern is that we coaches don't arrogate to ourselves the right to remove from the spectacle the synonym of festival, in favour of a philosophical reading that cannot be sustained, which is to avoid taking risks. And in football there are risks because the only way you can avoid taking risks in any game is by not playing … I start from the premise that football is efficacy. I play to win, as much or more than any egoist who thinks he's going to win by other means. I want to win the match. But I don't give in to tactical reasoning as the only way to win, rather I believe that efficacy is not divorced from beauty …"
césarluismenotti  argentina  football  soccer  philosophy  management  elflaco  2011  tactics  history  coaching  efficacy  beauty  risks  risk  via:cityofsound  from delicious
march 2011 by robertogreco
Seven Lessons for Leaders in Systems Change | Center for Ecoliteracy
Lesson #1:  To promote systems change, foster community and cultivate networks. Lesson #2:  Work at multiple levels of scale. Lesson #3:  Make space for self-organization. Lesson #4:  Seize breakthrough opportunities when they arise. Lesson #5:  Facilitate — but give up the illusion that you can direct — change. Lesson #6:  Assume that change is going to take time. Lesson #7:  Be prepared to be surprised." [via: http://blog.thedolectures.co.uk/2011/03/7-lessons-for-leaders-in-systems-change/ ]
systems  leadership  flow  training  convergence  tcsnmy  lcproject  sustainability  community  networks  scale  self-organization  self-organizedlearningenvironment  food  culture  health  environment  change  time  slow  management  administration  deschooling  unschooling  education  from delicious
march 2011 by robertogreco
A 5-minute framework for fostering better conversations in comments sections | Poynter.
Five key principles of online conversations: Don’t blame (or credit) “The Internet.”; For better outcomes, use better filters; The very best filter is an empowered, engaged adult; The difference between conversation and graffiti; The output of a great community is great content.<br />
<br />
Five key aspects of online commenting environments: Authentication; Reputation and scoring; Moderation; Policies; Threading<br />
<br />
Five tips for fostering great conversations: Learn the ladder of escalation; Practice aikido; You don’t have to prove anything; Assume good faith; Be accountable."
mattthompson  comments  community  conversation  journalism  web  blogs  interaction  moderation  threading  escalation  communitymanagement  management  relationships  goodfaith  accountability  respect  2011  metafilter  content  reputation  scoring  policies  online  internet  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
What motivates an early employee to work in a startup? - Quora
"The most powerful and sustainable motivator for an early employee at a startup, or for employees at any company for that matter, is the sense of meaning derived from work.  Meaning comes from working on a product whose long-term vision you believe will have an impact. It comes from working with a team whose members you respect, who constantly challenges you to learn and get better, and who you can't bear to let down. It comes from the dopamine rush you get from building and releasing something that your user base will love."
startups  startup  meaning  motivation  work  cv  vision  tcsnmy  respect  iteration  learning  leadership  management  administration  small  edmondlau  quora  lcproject  from delicious
february 2011 by robertogreco
How to change others? « Leadership Freak
"There’s a difference between superficial conformity and authentic change. Great leaders create environments where authentic change is possible."<br />
<br />
"Change agents: (1) Give lavishly. The people that most powerfully enrich others don’t barter and make deals. They give without strings attached. (2) Share information. In my opinion, protecting information is usually a sign of weakness, fear, and manipulation. Backstabbers hide information. Granted, regulated, proprietary, or personal information is meant to be private. (3) Continually grow. Growing people grow others. Changing people change others. (4) Share themselves. Leaders that share their personal journey of frailty to success create environments where people grow and change. Fakers only produce fakers that groan rather than grow."
leadership  influence  conformity  generosity  changeagents  sharing  growth  growthmindset  vulnerability  administration  management  tcsnmy  teaching  learning  pedagogy  transparency  from delicious
february 2011 by robertogreco
Nokia’s Burning Ships strategy | asymco
"Leaders motivating followers by removing means to surrender or retreat is not uncommon. It’s harsh & brutal. It’s not a natural thing do do: destroying perfectly useful options is value destructive & generates outrage, even mutiny.<br />
<br />
In Nokia’s case, institutional inertia with a vestigial Symbian effort would compel the organization to maintain the current platform while treating the new alternative as a pathogen.<br />
<br />
Counter-distruption theory states that the response to a disruption requires a focused approach through an autonomous challenger protected from corporate antibodies by the CEO herself. In this case, the autonomous organization is outside the company (Microsoft). Protecting the new effort was not possible w/ a Chinese wall. The only alternative was to simply get rid of the old & start w/ a clean slate…<br />
<br />
…Nokia’s new CEO did not just jump off a “burning platform” but that once he jumped he made sure it kept burning so that nobody thought of going back on board."
microsoft  nokia  asymco  mobile  strategy  leadership  management  disruption  2011  symbian  administration  from delicious
february 2011 by robertogreco
Three rules for bringing out the best in teachers « Re-educate Seattle
"My friend Nick wrote to me earlier this week and scolded me for constantly critiquing the existing paradigm while rarely proposing specific solutions. So, with a nod to Nick, here’s my specific advice:

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

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

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

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

Exactly. We have to re-invent the way we structure our schools."
pscs  stevemiranda  tcsnmy  education  teaching  change  gamechanging  passion  interest  interestdriven  interestdriventeaching  standards  hiring  management  administration  curriculum  curriculumisdead  lcproject  schools  pugetsoundcommunityschool  from delicious
february 2011 by robertogreco
Nokia: Culture will out « Adam Greenfield's Speedbird
"These are precisely the skills you need if you’re interested in dominating a global market in commodity communication devices, as Nokia did for the fourteen years of the Jorma Ollila era. But the company utterly failed to anticipate, understand or organize itself to deal with the critical thing that happened at the cusp of the Ollila-Kalasvuo transition. This was that you could no longer think of mobile phones as communication devices. You had to conceive of them as interface objects through which users would experience content and command functionality that ultimately lived on the network. … the value-engineering mindset that’s so crucial to profitability as a commodity trader is fatal as a purveyor of experiences. … It’s just not particularly wise to allow engineers to make decisions about things like product and service nomenclature, interface typography and the graphic design of icons … there’s nobody with any taste in the decision-making echelons at Nokia"
design  nokia  culture  mobile  business  apple  adamgreenfield  experience  decisionmaking  taste  management  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
Communication Nation: The connected company
"average life expectancy of a human being in 21st century is ~67 years…average life expectancy for a company is…has dropped precipitously, from 75 years (in 1937) to 15 years in a more recent study…

I believe that many of these companies are collapsing under their own weight. As companies grow they invariably increase in complexity, & as things get more complex they become more difficult to control.

…As you triple the number of employees, their productivity drops by half (Chart here).

This “3/2 law” of employee productivity, along with the death rate for large companies, is pretty scary stuff. Surely we can do better?

…secret, I think, lies in understanding the nature of large, complex systems, & letting go of some of our traditional notions of how companies function. [Proceeds to explain]
business  management  collaboration  complexity  organizations  small  scale  flexibility  adaptability  organisms  connectivism  listening  adaptation  space  social  society  cities  urban  urbanism  design  culture  socialbusiness  planning  people  humans  inefficiency  efficiency  division  identity  ecosystems  activelistening  from delicious
february 2011 by robertogreco
Florian Schneider, (Extended) Footnotes On Education / Journal / e-flux
"Networked environments or what could be called “ekstitutions” are based on exactly the opposite principle: they promise to provide instant access to knowledge. Ek-stitutions exist: their main purpose is to come into being. They exist outside the institutional framework, & instead of infinite progress, they are based on a certain temporality."

"The challenge that ekstitutions permanently face is the question of organizing, while in institutional contexts the challenge is, on the contrary, the question of unorganizing. How can they become ever more flexible, lean, dynamic, efficient, & innovative? In contrast, ekstitutions struggle w/ task of bare survival. What rules may be necessary in order to render possible the mere existence of an ekstitution?"

"It is crucial to acknowledge that institutions and ekstitutions cannot mix—there is no option of hybridity or of simultaneously being both, although this may very often be demanded by rather naïve third parties."
education  universities  crisis  labor  critique  agitpropproject  florianschneider  ekstitutions  institutions  learning  unschooling  deschooling  situationist  gillesdeleuze  deleuze  collaboration  lcproject  autodidacts  autonomy  connectivism  connectedness  networkedlearning  networkculture  virtualstudio  highereducation  highered  organization  organizing  unorganizing  capitalism  latecapitalism  commercialism  commoditization  marxism  anarchism  money  management  the2837university  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
"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
Thoughts on Google’s 20% time « Scott Berkun
Google’s 20% time is more of an attitude and culture than a rule…It’s worth noting that people at Google work very hard on their 80% time. It’s not as if every Friday is 20% day and work shuts down on all existing projects so people can do their 20% things…The 20% time concept isn’t new. 3M developed a 15% time rule in the 1950s with the same exact intentions and basic philosophy. Masking tape and Post-it notes are two notable products that were concieved and developed by individual engineers working without formal budgets, plans or management support…the Google founders mention at their talk at TED that Montessori school philosophy influenced their ideas on 20% time…Google’s culture has a resistance, or even distrust, of hierarchy – they often use voting, peer review, and debate to make decisions or decide which new projects and features to add."
google  innovation  management  productivity  culture  google20%  tcsnmy  openstudio  lcproject  freedom  autonomy  authority  montessori  3m  work  philosophy  creativity  unschooling  unstructuredtime  via:rushtheiceberg  from delicious
january 2011 by robertogreco
How Design Can Get Kids On the Path to Tech Careers | Co.Design
"whenever you say the word 'school,' it conjures up mental images & models of our experiences and behavior in a place -- & accompanying that 'place model' is a kaleidoscope of memories & emotions about how that place looked & worked -- how we felt in it, what was rewarded, celebrated & expected, & who we were supposed to be as learners in that place. Unfortunately, many of these mental models of how we should learn in school are completely at odds w/ how real learning happens & how it's demonstrated in the real world. False proxies for learning often erode our children's vibrant intellectual & creative potentials because they diminish the excitement of real learning & discovery. Everyone knows that finishing a course and a textbook does not mean achievement. Listening to a lecture does not mean understanding. Getting a high score on a high-stakes standardized test does not mean proficiency. Credentialing does not mean competency. Our children know it, too, yet it persists."
education  design  management  designthinking  learning  unschooling  discovery  deschooling  trungle  stephaniepacemarshall  imsa  illinois  chicago  science  math  gifted  talented  schools  schooldesign  credentials  credentialing  whatmatters  cv  ap  collaboration  teaching  challenge  interaction  interdisciplinary  multidisciplinary  crossdisciplinary  problemsolving  criticalthinking  teacherasmasterlearner  teacherascollaborator  inquiry  inquiry-basedlearning  studentdirected  research  names  naming  language  words  from delicious
december 2010 by robertogreco
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⊕  deschooling ⊕  design ⊕  designbasedlearning ⊕  designeducation ⊕  designprocess ⊕  designthinking ⊕  detachment ⊕  development ⊕  devolution ⊕  devonthink ⊕  diagrams ⊕  dieterrams ⊕  differentiatedlearning ⊕  digital ⊕  dilbert ⊕  directinstruction ⊕  direction ⊕  disagreement ⊕  disarray ⊕  discipline ⊕  disconnect ⊕  discovery ⊕  discussion ⊕  disney ⊕  disruption ⊕  disruptive ⊕  disruptiveinnovation ⊕  distraction ⊕  distributed ⊕  distribution ⊕  distributive ⊕  diversity ⊕  division ⊕  diy ⊕  doctors ⊕  documentation ⊕  documents ⊕  doing ⊕  dominance ⊕  donothing ⊕  dontapscott ⊕  doomloop ⊕  dopplr ⊕  doublestandards ⊕  douglasrushkoff ⊕  dougnoon ⊕  downtime ⊕  drawing ⊕  dress ⊕  dresscodes ⊕  drive ⊕  driving ⊕  dropouts ⊕  duh ⊕  dunbar ⊕  dunbarnumber ⊕  dynamics ⊕  dysfunction ⊕  e-learning ⊕  ecologicalmanagement ⊕  economics ⊕  economy ⊕  ecosystems ⊕  edcatmull ⊕  editing ⊕  editors ⊕  edmondlau ⊕  edtech ⊕  education ⊕  educon ⊕  educon2.0 ⊕  educon2.2 ⊕  edutopia ⊕  edwardhall ⊕  effectiveness ⊕  efficacy ⊕  efficiency ⊕  effort ⊕  eficiency ⊕  ego ⊕  ekstitutions ⊕  elearning ⊕  electives ⊕  electroniccomputation ⊕  elflaco ⊕  elinorostrom ⊕  elite ⊕  elitism ⊕  email ⊕  emergent ⊕  emergentcurriculum ⊕  emotions ⊕  empathy ⊕  employees ⊕  employment ⊕  empowerment ⊕  endowment ⊕  endsandmeans ⊕  energy ⊕  engagement ⊕  engineering ⊕  enrollment ⊕  enterprise ⊕  enterprise2.0 ⊕  entertainment ⊕  enthusiasm ⊕  entrepreneur ⊕  entrepreneurship ⊕  environment ⊕  ericschmidt ⊕  escalation ⊕  essays ⊕  establishment ⊕  estimates ⊕  estimation ⊕  etaching ⊕  ethics ⊕  ethnography ⊕  etiquette ⊕  etsy ⊕  euansemple ⊕  evaluation ⊕  evanwilliams ⊕  events ⊕  evolution ⊕  ewanmcintosh ⊕  exams ⊕  excellence ⊕  exceptions ⊕  exchange ⊕  excuses ⊕  expectations ⊕  experience ⊕  experiencedesign ⊕  experimentation ⊕  experiments ⊕  experts ⊕  exploitationware ⊕  extension ⊕  extrinsicmotivation ⊕  facebook ⊕  factories ⊕  factoryschools ⊕  facts ⊕  faculty ⊕  facultymeetings ⊕  fads ⊕  fail ⊕  failure ⊕  fairness ⊕  fallacy ⊕  families ⊕  family ⊕  fashion ⊕  fastcompany ⊕  fatigue ⊕  façades ⊕  fear ⊕  feard ⊕  featurecreep ⊕  features ⊕  feedback ⊕  feeds ⊕  fiction ⊕  files ⊕  filetype:pdf ⊕  film ⊕  filmmaking ⊕  filtering ⊕  filters ⊕  finance ⊕  finland ⊕  firefox ⊕  fixingtheunbroken ⊕  flashmobs ⊕  flat ⊕  flatness ⊕  flattening ⊕  flexibility ⊕  flickr ⊕  florianschneider ⊕  flow ⊕  flux ⊕  focus ⊕  fogcreek ⊕  folksonomy ⊕  food ⊕  football ⊕  formal ⊕  freakingout ⊕  fredwilson ⊕  free ⊕  freedom ⊕  freelance ⊕  freelanceteaching ⊕  freelancing ⊕  freethinking ⊕  freeware ⊕  frontloading ⊕  frugality ⊕  frustration ⊕  ftrain ⊕  funding ⊕  fundraising ⊕  funds ⊕  furniture ⊕  future ⊕  futurelab ⊕  futures ⊕  futurism ⊕  gambling ⊕  game ⊕  gamechanging ⊕  games ⊕  gamification ⊕  gaming ⊕  gapingvoid ⊕  garystager ⊕  gatesfoundation ⊕  ge ⊕  gender ⊕  generalelectric ⊕  generalists ⊕  generations ⊕  generationx ⊕  generationy ⊕  generative ⊕  generator ⊕  generosity ⊕  genius ⊕  genx ⊕  geny ⊕  georgecouros ⊕  georgemonbiot ⊕  georgewbush ⊕  german ⊕  germany ⊕  gifted ⊕  gillesdeleuze ⊕  glimmer ⊕  global ⊕  globalization ⊕  glocalism ⊕  glvo ⊕  gm ⊕  gmail ⊕  goals ⊕  goingrogue ⊕  goldmanSachs ⊕  goodfaith ⊕  google ⊕  google20% ⊕  googleapps ⊕  googlemaps ⊕  googlereader ⊕  googlewave ⊕  governance ⊕  government ⊕  gpa ⊕  grades ⊕  grading ⊕  gradschool ⊕  graphics ⊕  greatdepression ⊕  greatrecession ⊕  greed ⊕  green ⊕  groupculture ⊕  groupdynamics ⊕  groups ⊕  groupsize ⊕  groupthink ⊕  growth ⊕  growthmindset ⊕  gtd ⊕  guattari ⊕  guykawasaki ⊕  habits ⊕  hackdays ⊕  hackerculture ⊕  hackers ⊕  hacking ⊕  hacks ⊕  handbooks ⊕  handsoff ⊕  happiness ⊕  harmony ⊕  haroldjarche ⊕  harvard ⊕  has:via ⊕  havesandhavenots ⊕  health ⊕  healthcare ⊕  heatherchamp ⊕  hedgefunds ⊕  herd ⊕  hermanhesse ⊕  heroes ⊕  hierarchy ⊕  highered ⊕  higheredbubble ⊕  highereducation ⊕  hiring ⊕  history ⊕  hivemind ⊕  homeschool ⊕  homework ⊕  homogeneity ⊕  honda ⊕  honesty ⊕  hope ⊕  housing ⊕  housingbubble ⊕  howchildrenlearn ⊕  howitshouldbedone ⊕  hownotto ⊕  hownottodoit ⊕  howthingswork ⊕  howto ⊕  howwelearn ⊕  howwework ⊕  hr ⊕  hughmacleod ⊕  human ⊕  humanconnection ⊕  humanity ⊕  humannature ⊕  humanresources ⊕  humans ⊕  humanscale ⊕  humility ⊕  humor ⊕  hunch ⊕  hyperlinks ⊕  hypermiling ⊕  hypertext ⊕  ianbogost ⊕  ibm ⊕  iceland ⊕  ict ⊕  ideals ⊕  ideas ⊕  identity ⊕  ideo ⊕  if ⊕  ifttt ⊕  ignorance ⊕  illinois ⊕  illustration ⊕  im ⊕  images ⊕  imagination ⊕  imaging ⊕  immigration ⊕  impact ⊕  implementation ⊕  importance ⊕  improvement ⊕  improvisation ⊕  impulsivity ⊕  imsa ⊕  inaction ⊕  incentives ⊕  inclusion ⊕  incompetence ⊕  independence ⊕  independentschools ⊕  india ⊕  individual ⊕  industrial ⊕  industrialage ⊕  industrialeconomy ⊕  industrialization ⊕  industrialmindset ⊕  industrialrevolution ⊕  industrialschooling ⊕  industrialsociety ⊕  industry ⊕  inefficiency ⊕  ineptitude ⊕  inflexibility ⊕  influence ⊕  infodesign ⊕  infographics ⊕  infooverload ⊕  informal ⊕  informaleducation ⊕  informallearning ⊕  information ⊕  informationmanagement ⊕  infrastructure ⊕  initiaive ⊕  initiative ⊕  injustice ⊕  inmyexperience ⊕  innovation ⊕  inpenetrability ⊕  inquiry ⊕  inquiry-basedlearning ⊕  inspiration ⊕  instinct ⊕  institutionalarchaeology ⊕  institutionalmemory ⊕  institutions ⊕  instruction ⊕  insulation ⊕  integratedsystems ⊕  intellectualproperty ⊕  intelligence ⊕  intentionalleadership ⊕  interaction ⊕  interactiondesign ⊕  interactive ⊕  interactivefiction ⊕  interchangability ⊕  interdependency ⊕  interdisciplinary ⊕  interest ⊕  interestdriven ⊕  interestdriventeaching ⊕  interestingness ⊕  interface ⊕  interiors ⊕  internet ⊕  interpersonal ⊕  interregnum ⊕  interruptions ⊕  interview ⊕  interviews ⊕  intrinsicmotivation ⊕  intuition ⊕  invention ⊕  inventory ⊕  investing ⊕  investment ⊕  invisibility ⊕  ip ⊕  iphone ⊕  irasocol ⊕  irony ⊕  irrationalcomplexity ⊕  isolation ⊕  it ⊕  iteration ⊕  iterative ⊕  ivanillich ⊕  ivyleague ⊕  jackwelch ⊕  jaiku ⊕  janchipchase ⊕  janemcgonigal ⊕  japan ⊕  japanese ⊕  jargon ⊕  jasonfried ⊕  jaycross ⊕  jebbush ⊕  jeffbezos ⊕  jeffreyzeen ⊕  jimcoudal ⊕  jimmywales ⊕  jobreviews ⊕  jobs ⊕  jobsinterviews ⊕  jobtitles ⊕  joelspolsky ⊕  johngruber ⊕  johnkay ⊕  johnmackey ⊕  johnmaeda ⊕  johnmedina ⊕  johnsculley ⊕  johnseelybrown ⊕  joiito ⊕  jonahlehrer ⊕  jonronson ⊕  journalism ⊕  journals ⊕  jprangaswami ⊕  judgement ⊕  julianbleecker ⊕  justice ⊕  justintime ⊕  kaospilot ⊕  kaospilots ⊕  karlmarx ⊕  kathysierra ⊕  keitholbermann ⊕  kenrobinson ⊕  kevinkelly ⊕  khoivinh ⊕  kids ⊕  killingtheabraham ⊕  kin ⊕  kindness ⊕  knowledge ⊕  knowledgemanagement ⊕  kodak ⊕  kottke ⊕  labor ⊕  lackofvision ⊕  language ⊕  laptops ⊕  latecapitalism ⊕  law ⊕  lawyers ⊕  layout ⊕  lcproject ⊕  leadership ⊕  learning ⊕  learning2.0 ⊕  learningbydoing ⊕  learningcommunities ⊕  lebbeuswoods ⊕  lectures ⊕  legacy ⊕  legal ⊕  lessons ⊕  letmeshowyou ⊕  liberalism ⊕  librarians ⊕  libraries ⊕  library ⊕  lies ⊕  life ⊕  lifehacks ⊕  lifelonglearning ⊕  lifestyle ⊕  limits ⊕  lindastone ⊕  links ⊕  Linux ⊕  listening ⊕  lists ⊕  literacy ⊕  literary ⊕  literature ⊕  livingnetworks ⊕  livingthroughtheopposite ⊕  local ⊕  localcurrencies ⊕  localcurrency ⊕  locative ⊕  logos ⊕  loneliness ⊕  lonewolves ⊕  longevity ⊕  longnow ⊕  longtail ⊕  looping ⊕  looseties ⊕  losingfocus ⊕  love ⊕  mac ⊕  machiavelli ⊕  magazines ⊕  magnum ⊕  making ⊕  malcolmgladwell ⊕  management ⊖  managementstudies ⊕  managment ⊕  manicuredlandscapes ⊕  manifesto ⊕  manifestos ⊕  manipulation ⊕  manufacturing ⊕  mapping ⊕  maps ⊕  marcprensky ⊕  margaretmead ⊕  margaretwheatley ⊕  marginalrevolution ⊕  marionbrady ⊕  marissamayer ⊕  markearls ⊕  marketing ⊕  markets ⊕  markfederman ⊕  markhurd ⊕  markpesce ⊕  markpincus ⊕  markzuckerberg ⊕  martinruef ⊕  martyrdom ⊕  marxism ⊕  masters ⊕  masterteachers ⊕  mastery ⊕  math ⊕  matthewkugn ⊕  matttaibbi ⊕  mattthompson ⊕  mattwebb ⊕  maureendowd ⊕  maxlevchin ⊕  mba ⊕  meaning ⊕  meaningmaking ⊕  meansofexchange ⊕  measurement ⊕  meatspace ⊕  media ⊕  media:document ⊕  medialab ⊕  medicine ⊕  medieval ⊕  mediocrity ⊕  meetings ⊕  memory ⊕  men ⊕  mentoring ⊕  mentors ⊕  mentorship ⊕  mentorships ⊕  meritocracy ⊕  meritpay ⊕  merlinmann ⊕  mesh ⊕  meshnetworks ⊕  messaging ⊕  messenging ⊕  messiness ⊕  metacognition ⊕  metafilter ⊕  metaphors ⊕  metaverse ⊕  methodology ⊕  methods ⊕  metrics ⊕  michaelbierut ⊕  michaellewis ⊕  michaellopp ⊕  michaelmorris ⊕  michalmigurski ⊕  michigan ⊕  microblogging ⊕  microsoft ⊕  microsoftkin ⊕  middleages ⊕  middlemanagement ⊕  middlemen ⊕  mikemccarthy ⊕  military ⊕  millennials ⊕  miltary ⊕  miltonglaser ⊕  mind ⊕  mindmap ⊕  mindmapping ⊕  mindset ⊕  mingling ⊕  minimalism ⊕  mirroring ⊕  mischief ⊕  missingthepoint ⊕  mission ⊕  missionstatement ⊕  missionstatements ⊕  mistakes ⊕  mit ⊕  mmo ⊕  mmog ⊕  mmorpg ⊕  mobile ⊕  modeling ⊕  moderation ⊕  mohammadyunus ⊕  money ⊕  monitoring ⊕  montessori ⊕  mood ⊕  moodtransmission ⊕  morale ⊕  morality ⊕  morals ⊕  moreofthesame ⊕  motivation ⊕  movement ⊕  muji ⊕  multiageclassrooms ⊕  multidisciplinary ⊕  multimedia ⊕  multitasking ⊕  music ⊕  myspace ⊕  myths ⊕  nais ⊕  names ⊕  naming ⊕  naps ⊕  narcissism ⊕  narrative ⊕  nature ⊕  nba ⊕  nclb ⊕  neatness ⊕  negotiation ⊕  neighborhoods ⊕  nelsonmandela ⊕  nemawashi ⊕  neologisms ⊕  nerd ⊕  netflix ⊕  netgen ⊕  netneutrality ⊕  network ⊕  networkculture ⊕  networkedage ⊕  networkedlearning ⊕  networking ⊕  networks ⊕  newmedia ⊕  neworleans ⊕  newrulesfortheneweconomy ⊕  newspaperclub ⊕  newspapers ⊕  newyorker ⊕  newzealand ⊕  nicholasbloom ⊕  nicholaskristof ⊕  nightowls ⊕  nike ⊕  noahbrier ⊕  noamscheiber ⊕  noconfidence ⊕  nodes ⊕  noise ⊕  nokia ⊕  nonprofit ⊕  nonprofits ⊕  nordstrom ⊕  notetaking ⊕  novels ⊕  numbers ⊕  obedience ⊕  objectives ⊕  obliquity ⊕  observation ⊕  observing ⊕  obsession ⊕  obsolescence ⊕  offhtheshelfsoftware ⊕  office ⊕  officedesign ⊕  offices ⊕  olpc ⊕  ommuting ⊕  online ⊕  onlinetoolkit ⊕  open ⊕  opencontent ⊕  opendata ⊕  openness ⊕  opensource ⊕  openspace ⊕  openspacetechnology ⊕  openstudio ⊕  opinion ⊕  opinions ⊕  opportunity ⊕  optimism ⊕  oratory ⊕  order ⊕  organisms ⊕  organization ⊕  organizations ⊕  organizing ⊕  orthodoxy ⊕  osx ⊕  overload ⊕  ownership ⊕  p2p ⊕  packaging ⊕  palomar5 ⊕  pammoran ⊕  paolofreire ⊕  paperless ⊕  parallelprocess ⊕  parallelworking ⊕  parenting ⊕  participation ⊕  participatory ⊕  passion ⊕  patbassett ⊕  patience ⊕  patternrecognition ⊕  patterns ⊕  paulford ⊕  paulgraham ⊕  paulingram ⊕  paulofreire ⊕  paulrand ⊕  pay ⊕  pbl ⊕  pedagogy ⊕  peertopeer ⊕  pentagram ⊕  people ⊕  perception ⊕  perfectionism ⊕  performance ⊕  performancereviews ⊕  performancestudies ⊕  permaculture ⊕  perseverance ⊕  personal ⊕  personality ⊕  personnel ⊕  perspective ⊕  persuasion ⊕  petermerholz ⊕  peterprinciple ⊕  philanthropy ⊕  philosophy ⊕  phones ⊕  phonics ⊕  photography ⊕  photojournalism ⊕  phrases ⊕  physical ⊕  pinboard ⊕  pixar ⊕  place-shifted ⊕  planceibal ⊕  planning ⊕  play ⊕  playethic ⊕  playfulness ⊕  ples ⊕  podcasts ⊕  podular ⊕  policies ⊕  policy ⊕  politics ⊕  polymaths ⊕  poplulation ⊕  population ⊕  porous ⊕  portability ⊕  portal ⊕  posterity ⊕  postmodernism ⊕  potential ⊕  power ⊕  powerpoint ⊕  practice ⊕  precarity ⊕  predictions ⊕  presence ⊕  presentation ⊕  presentations ⊕  press ⊕  pricing ⊕  prius ⊕  privacy ⊕  private ⊕  problemsolving ⊕  procedure ⊕  process ⊕  procrastination ⊕  product ⊕  production ⊕  productivity ⊕  productmanagement ⊕  products ⊕  professionaldevelopment ⊕  professionalism ⊕  professionallearningcommunities ⊕  professions ⊕  profits ⊕  programming ⊕  progresive ⊕  progress ⊕  progressive ⊕  projectbasedlearning ⊕  projectmanagement ⊕  projects ⊕  promotion ⊕  property ⊕  prototyping ⊕  proximity ⊕  proyectoceibal ⊕  pscs ⊕  psychology ⊕  psychopathy ⊕  psycopaths ⊕  public ⊕  publications ⊕  publicrelations ⊕  publicschools ⊕  publischools ⊕  publishing ⊕  pugetsoundcommunityschool ⊕  punishment ⊕  purpose ⊕  pyramid ⊕  qualities ⊕  quality ⊕  qualityoflife ⊕  quanitifcation ⊕  quitting ⊕  quora ⊕  quotations ⊕  quotes ⊕  rands ⊕  rationality ⊕  ratrace ⊕  reading ⊕  realestate ⊕  reality ⊕  realitymining ⊕  reasoning ⊕  recession ⊕  recommendations ⊕  recording ⊕  recordingindustry ⊕  recordkeeping ⊕  recovery ⊕  recruitment ⊕  redundancy ⊕  reference ⊕  reflection ⊕  reform ⊕  regulation ⊕  relationships ⊕  religion ⊕  reputation ⊕  research ⊕  resilience ⊕  resistance ⊕  resources ⊕  respect ⊕  responsibility ⊕  responsiveclassroom ⊕  rest ⊕  restaurants ⊕  retail ⊕  retention ⊕  retrievability ⊕  retrieval ⊕  reverse ⊕  reversecorporateespionage ⊕  reversesmuggling ⊕  reviews ⊕  revolution ⊕  reward ⊕  rewards ⊕  rhetoric ⊕  rhythm ⊕  ricardosemler ⊕  risd ⊕  risk ⊕  riskassessment ⊕  riskmanagement ⊕  risks ⊕  risktaking ⊕  robertgreenleaf ⊕  robertheinlein ⊕  robertmarzano ⊕  robertpatterson ⊕  rojectbasedlearning ⊕  roles ⊕  rotelearning ⊕  routine ⊕  rss ⊕  rttt ⊕  rulemaking ⊕  rules ⊕  russelldavies ⊕  sabbaticals ⊕  safari ⊕  safety ⊕  salaries ⊕  salary ⊕  salkhan ⊕  salvadorallende ⊕  samchaltain ⊕  sanfrancisco ⊕  sarahpalin ⊕  sat ⊕  satire ⊕  scalability ⊕  scale ⊕  scaling ⊕  scarcity ⊕  scary ⊕  schedule ⊕  schedules ⊕  scheduling ⊕  school ⊕  schoolculture ⊕  schooldesign ⊕  schooliness ⊕  schooling ⊕  schools ⊕  science ⊕  scoialnetworks ⊕  scoring ⊕  scottpage ⊕  search ⊕  searchability ⊕  seattle ⊕  security ⊕  seeing ⊕  seenthis ⊕  self ⊕  self-directed ⊕  self-directedlearning ⊕  self-doubt ⊕  self-employment ⊕  self-improvement ⊕  self-interest ⊕  self-organization ⊕  self-organizedlearningenvironment ⊕  selfdetermination ⊕  selffulfillingprophesies ⊕  selfimprovement ⊕  selfishness ⊕  selflessness ⊕  selfpreservation 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