Who had deceived thee so often as thyself?
Who had deceived thee so often as thyself?
Eric Ries is the subject of the first video for Fast Company’s new series: The Pivot. He’s the man who made the term “pivot” part of the business vernacular. He realized that some of the most iconic companies of our time—Twitter, YouTube, Groupon—had abruptly changed course before they achieved success. Watch the video->
vantagelearningblog learns you with:
Most of us are familiar with Howard Gardner’s work in multiple intelligences, and many of us already incorporate his theories into our classrooms on a regular basis. (If you’re less familiar with MI, check out this website, which gives a helpful overview of the theory. You can also learn more about multiple intelligences with this compilation of resources.)
The basic idea is this: We all learn in our own unique ways. Intelligence, according to Gardner, is “the ability to solve problems, or to create products, that are valued.” Gardner and his fellow philosophers in the field argue that there are nine foundational intelligences (and the list may continue to grow):
We can use our students’ multiple ways of learning to enrich the experience—and
effectiveness—of classroom learning. When we combine educational technology with MI theory, we can offer our students a whole new way of teaching.
Check out the following resources for how to use technology to enrich MI learning in your classroom:
- Integrating Technology with Multiple Intelligences
- Eduscapes’ Overview of Technology & Multiple Intelligences
- Education World: “Howard Gardner’s MI: A Theory for Everyone”
What kind of learner are you? How does your own learning style influence your teaching practice? What tips, ideas, or resources do you have for using educational technology to teach to multiple intelligences?
Did you see englishteacheronline’s Are You An Introvert quiz/post? (Spoiler: No surprise I’m not an introvert)
I thought this was a good on-topic inspiring TED talk:
Susan Cain, author of The Power of Introverts, spoke recently at the TED event about the virtues of introverts. Though they’re made to feel like outliers and pushed to participate in groups, both in schools and at work, Cain says introverts often produce great, creative, thoughtful work.
Do organizations really need study data to remind them that employees are people too?
How can organizational decision-makers divorce their humanness from the decisions they implement? Does data really hold power enough to make decision-makers forget they too are people? Behavior science tells us we should answer ‘no’ to both of those questions. (Watch Dan Ariely’s TedTalk on being in control of our own decisions and Dan Pink’s TedTalk on motivation.)
I would like to think that it is generally accepted that individuals are influenced by their experiences. Those influences include, but are not limited to, friends, family, co-workers, religion, education, and leadership. When individuals are offered opportunity to engage and grown the possibilities are endless. How is it that organizations miss the potential (benefit) in recognizing individuals and their efforts? Research shows this truth time and again, yet organizations continue to neglect it.
The APA conducted an online survey in January 2012 in which 1,714 adults participated. The researchers found that 93% of the respondents who felt valued at work were motivated to perform at their best. While 88 % of those who felt valued reported being engaged. My questions are, do we really need a survey to quantify this truth? and why do organizational decision-makers neglect to integrate this into organizational design? The study points to several companies that do integrate “valuing” the individuals within the organization. Therefore, it can be done.
I recognize there are many influencing factors to decision-making, but the most basic factor is valuing individuals. This requires a new focus… loving others as yourself. Our responsibility extends beyond ourselves and into how our decisions affect others. Organizational decision-makers can no longer afford to make decisions in a vacuum. In the past the quantifiable data has directed decision-making; however, the future holds an economy reliant on the intersection of quantitative and qualitative data for the best possible future.
First, real leaders support individuals then look at the organizational impact.
Where did we get this glass ceiling idea from any way? Oh, right… 1986 WSJ article by Carol Hymowiz and Timothy D. Schellhart titled, “The Glass Ceiling: Why Women Can’t Seem to Break the Invisible Barrier That Blocks Them from the Top Job.”
Alice A. Eagly and Linda L. Carli call it the “labyrinth” to bare the complexity of the decisions women in leadership must make. This is compounded by the perception of others—collaborators, followers, leaders—who struggle to reconcile their portrait of a woman and any female in leadership.
Hana Rosin: New data on the rise of women, presents data that shows a staggering difference in the economic differences to the pervasive She prefers the picture of the “high bridge” to exhibit the difficulties women leaders face.
Sheryl Sandberg: Why we have too few women leaders, She believes the C-suite needs more women and offers three pieces of advice for women, highlighted here.
1. sit at the table…don’t underestimate your worth. Success and likeability are positively correlated for men and negatively correlated for women. Heidi Roizen case from Harvard Business exhibits this statement.
2. make your partner a real partner…share the home stuff. Homes with equal earning and equal responsibility have half the divorce rate.
3. don’t leave before you leave…don’t start planning to leave prior to the proper time. keep your foot on the gas pedal.
Lydia Dishman pulls examples of women who lead by example together in her FastCompany.com article What Glass Ceiling? Killer Career Advice From Woman Who Lead By Example.
Take a read, get some ideas, and make your move.
What is engagement? Many want it, but few have it. According to Blessing White Research’s Employee Engagement Report 2011, only 31% of employees world wide have it. So, what is it? According to the study’s engagement model, “contribution to the organization’s success” and “personal satisfaction in their role.”