There are only a few ideas that had as much of an impact on education as those of John Dewey. The American philosopher, psychologist and educator believed children to be active contributors and agents of their learning, and not just passive recipients of knowledge of previous generations.
He believed that for knowledge to be acquired successfully, learning should be an experience. His Experiential Learning approach was based on four core principles.
Facing rapid change—and even unprecedented upheaval—large and small businesses alike must race against time to innovate and adjust their strategies, business models, organizational systems, and cultures.
While some organizations struggle with rapid transformation, many are able to evolve quickly because leaders have built strategic agility into the organization’s DNA. In this live online program, you’ll learn how to become a more strategically agile leader who can help your organization compete and succeed in uncertain times.
How to create temporary teams that can bypass bureaucracy and get crucial work done quickly.
In the past 20 years, the agile approach to improving products, services, and processes has swept the business world. Rooted in software development, agile has spread to many other functions, and some companies have turned much of their organization, including the C-suite, into agile teams.
But agile is not suitable for all circumstances, particularly in carrying out the many key operations and functions of an organization that require consistency and efficiency.
This article describes how large established companies can use agility hacks to temporarily bypass their standard processes to act quickly and effectively while leaving the overall system alone.
Planning was one of the cornerstones of management, but it’s now fallen out of fashion. It seems rigid, bureaucratic, and ill-suited to a volatile, unpredictable world. However, organizations still need some form of planning.
And so, universally valuable, but desperately unfashionable, planning waits like a spinster in a Jane Austen novel for someone to recognize her worth. The answer is agile planning, a process that can coordinate and align with today’s agile-based teams. Agile planning also helps to resolve the tension between traditional planning’s focus on hard numbers, and the need for “soft data,” or human judgment.
Arguably the most natural and powerful form of learning is through experience, or more precisely through reflection on doing. This is also known as experiential learning.
The Technical University of Dortmund in Germany:
What will the city look like in the future? How do we deal with climate change? What will tomorrow’s transportation look like? How do we use the limited space we have? Spatial planning is an interdisciplinary engineering and social science field that deals with spatial developments in living, working and environmental conditions.
The different spatial levels range from the living environment and residential quarter to the urban district, the city as a whole, the region, the state and federal levels, and even the European and international levels. On all spatial levels, different technical orientations, such as urban development, housing, traffic, landscape, are considered in their interdependent relationships and effects.
More than ever since the corona crisis, employees have feared that their qualifications are no longer sufficient, a study shows.
Security instead of risk: According to a survey by the management consultancy Ernst & Young, the public sector is the most attractive sector for German students. The main reason for this is the hope of finding a secure job.
Referring again to this article in the New York Times about how a few major U.S. companies are handling the post-Covid work environment. With some employees returning full-time to the office. Others are working exlusively or almost excluisively from home. And many dividing their time between office and home.
“Though most evidence that remote workers are at a disadvantage is anecdotal, at least one study, led by researchers at Stanford University, suggests they are less likely to be promoted than their in-office peers. In the experiment researchers randomly assigned workers at a large travel agency in Shanghai to work remotely or in the office for nine months. Though the remote workers were 13 percent more productive, putting in more hours and making more calls per minute, they were promoted about half as often as their in-office peers.”
“They can get forgotten,” said Nicholas Bloom, a professor of economics at Stanford and one of the study’s authors.
But wait, what, Professor Bloom? That’s Shanghai. Those are Chinese. What does anecdotal evidence from China tell us about how Americans benefit or lose out if and when working remotely?
A strong communication plan will help managers set expectations and successfully orchestrate a diverse group of distributed employees. A thorough plan ensures that employees get what they need to stay connected with their team, customers, stakeholders, and the University.
Discussions about communication tools, protocols, and the ways in which people use these to interact with one another are ideal at the onset of a team approach to flexwork; however, anytime is a good time to establish or revisit a communication plan. A successful plan requires shared understanding and commitment so it’s important for all team members to participate when writing or revising a team communication plan.
Please also see CWD’s “Leading and Managing in a Hybrid Work Environment Toolkit” which includes more in-depth and how-to advice for building skills for a culture of fluid communication in the context of flexwork. Teams should develop a communication plan that addresses: