#LeadershipTips Training is not always the solution to poor performance. First reflect on your own influence as a manager/leader - what have you done or not done that may be contributing to the poor performance of others? Seek to understand what is going on for the other person - why are they behaving that way? … Continue reading Training is not always the solution to poor performance
I have the pleasure of working with Flinders University in Adelaide South Australia on a number of upcoming initiatives, seminars and workshops. I will be teaching in the International Healthcare Management masters programme run in South East Asia and will also be running a series of short seminars and workshops. The first workshop: "Social Media for … Continue reading Working with Flinders University
This is a collection of interesting stuff from my Personal Learning Network (PLN) mostly on Learning and Development The Learning Weekly 14 August 2017 The Learning Weekly 7 August 2017
Source: Is it time to bin the idea of "Change Management"?
Great questions, looking forward to joining in
I’m very much looking forward to joining Con Sotidis for an #Ozlearn tweet chat on Tuesday 10th February at 8 pm Melbourne time, 9 am London time. Together, we’ll be discussing something that’s become increasingly important over the past few years: the L&D skills gap.
L&D, like many professions, faces dramatic changes today, changes with their roots in technological, economic and geopolitical shifts that began in around 1990. Like most professions, however, we are still largely equipped with structures, attitudes and skills sets suitable for the world as it existed before that date.
So just what is our current L&D skills gap? How short are we of the skills we need to be effective in the new, connected, global age? For an answer, I’ve looked at data from the LPI Learning Capability Map. The Capability Map is a description of the 27 skills of the L&D profession, arranged over…
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The technology deals transactionally: it can make links and traffic files. But the real change is in how large, cohesive and purposeful our communities are.
It’s important to understand this from an organisational perspective, because if we mistake technology for sociology, we will likely spend our time, effort and resources in the wrong place.
We maintain both weak and strong social ties: the people in our sphere of hearing are our weak connections. The totality of people in our networks: the people who know our name (or, maybe just our Twitter handle). Our strong social ties are those to our friends, the people whose lives we impact more meaningfully.
Social technology has done two things:…
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Interesting article on how GOOD managers can get it wrong. Which one(s) are you?
Employees know when they have a “nice” manager who isn’t really in charge—and in the end, it makes them feel unsafe. Dr. Henry Cloud literally wrote the book on this topic, but I wanted to share a cast of characters to help represent some of the boundary-challenging habits I’ve seen that can undermine the good manager.
Please don’t be too alarmed if you see yourself in one of these descriptions—that was one of my intentions. I wanted to make it easy for you to identify yourself. After all, you can’t craft a solution until you identify the real nature of the problem. My intention in using the labels is to keep things fun and light, but also to be clear. Okay, here goes:
The In-Director. You believe people don’t like to be bossed around, and you don’t want people to think you’re bossy. So you don’t give super…
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My life in Tweets.
Interesting research topic by Tanya Lau “PLN and supporting innovative practice”
MA research proposal
This is my current proposal for research I’m doing as part of the Master of Learning Sciences and Technology. I’ve been quite fascinated by Personal Learning Networks (PLNs) for a while now, and as a learning practitioner, I’m interested in how we leverage our PLN relationships to support improvements or innovations in our professional practice. This is what my proposed research aims to explore. This proposal will be refined, and possibly change in some parts…so it’s always good to be able to look back and see how it evolves.
Increasing competition, globalisation, and rapid pace of change are putting organisations and individuals under pressure to continuously innovate (improve processes, products, practices) (Whelan, 2007, Baker-Doyle 2008). Knowledge is often recognised as an organisation’s greatest asset (Whelan, 2007); and in this “knowledge economy” the ability to communicate and collaborate effectively across contexts is vital to survive and…
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A great blog from Julian Stodd, all thing learning and what the future of learning may be
Writing is both a compulsion and a pleasure: taking two weeks off was almost a challenge. But a change is good and two weeks away from work has given me time for both relaxation and refreshment (both of the soul and via mince pies). The start of a new year is usually a time for reflection and planning, and i’m doing a little of both today.
Through around two hundred articles last year we covered quite some ground, starting with the introduction of the CAIR Culture model in January through to the launch of the Social Leadership Handbook in November. Last year saw me become a Google Glass explorer (with all the technical and social hazards that entailed) as well as looking at the impact of wider social collaborative technology.
A lot of my thinking last year turned to nuances: around fairness
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