I am in the process of collecting all of my posts (at least the ones that seem relevant) into this web site. The Life Long Learning blog page will contain my new posts.
Older Internet Published Items
E-learning is having a large impact on the education sector, at all levels. It will continue to do so. Rather than resist, professional educators need to understand where it works and where it does not. To do that well, they must first move from a teacher-centered to a learner-centered approach to education.
Planning and strategy meetings call upon the meeting chair to ‘manage the process = how the participants work together’ and ‘contribute to the content – what the participants are working on. This guide helps them do that.
Consensus is the gold standard for many democratically oriented group facilitators. Facilitating it takes an awareness of the underlying group psychological dynamics.
Society for the few – not the many: gigs, robots, and the continuing undermining of democratic society
have worked in organizations for decades. Much of my career was either as a professional ‘doer’ or as a manager | executive fixing organizational problems. I came to 4 core conclusions about organizational life as a result.
There is something wrong with university level education. But replacing it with consumer driven on-line education does not solve the underlying problems. he power of the market place has a role to play in updating universities. That will take more thought and a wider dialogue among all of the stakeholders involved.
Mirasee, a Montreal Canada based e-learning strategist and provider of guidance to future on-line learning providers published its annual report of the state of the industry last week.
I have been following Danny Iny and his crew for over a year now. I think that Mirasee is among the most knowledge of the on-line learning service providers. But as useful as this report is, I think it is possible to go deeper and provide us with a more realistic picture of what is happening in this market.
Most organizations waste the money they spend on soft skill training. It is not their fault. Changing behavior on-the-job is not a simple thing. People work with others. Together, they create what social psychologists call “interlocked patterns of repetitive behavior” to get work done.
Business computer software, which structures the way they work together, reinforces these social patterns.
When one person in such a patterns changes his or her behavior, the others have to change too. They normally don’t, which means the person changing behavior reverts back to old behavior. This is called the behavior extinction effect.
If person making the change is committed to doing so, they often begin to look for a new job, where this extinction effect will not occur.
So organizational investment in soft skill training really requires a commitment to larger organizational culture change if it is to pay off. Few organizations do this.
Getting people to resolve technical conflict does not always require a technical approach. Kaled resolves the conflict in his organization about which agile software development methodology to implement by allowing two managers to save face with their outside consultants. Join him as he talks his approach through with his boss.