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Mobile devices, mobile learners and Web 2.0
Fig 1. At World of Learning, 2012 – Video Arts offer video vignettes for mobile learning in the Tech Area
From materials and commentary prepared by John Pettit (2008)
Of course it is learning if it is on a mobile phone or any other device. Do we mean informal or formal learning? Vicarious learning or didactic? Stumbling across knowledge, or reading formerly to pass an exam? Does it matter? These devices blur the distinction between a means of educating that may eventually look dated and specific to an era.
Do we need campus based universities?
Kids can have their kicks in Ibiza then study online while holding down their first job.
Give the campus over to the retired and unemployed.
Do we need schools?
And if so, instead of being at the centre of a child’s education, perhaps they become as tangential as a visit to the leisure centre of supermarket because you are better linkedin to the educators and the content when you’re away from the place and all its distractions.
When do you ever not learn even if you don’t know it?
It depends entirely on what the device is being used for. Apps have shown how versatile we are at throwing activities and qualities at these devices. People want this stuff.
Is a laptop mobile? What about the old Apple Classic? I used to take it out into the garden on an extension cable and view it inside a cardboard box while sunbathing. Was that mobile? I can read in the bath on a Kindle and click through RSS feeds on the iPad while the Kettle boils. Might it simply feel as if all these people are following me around?
There are degress of mobility. Working in TV we carried around with us monitors to watch content back during a shoot. The thing was no more portable than a hod stacked with bricks.
When I read formal and informal learning I wonder if this equates to whether the learning is hard or easy. I have acquired knowledge in a formal setting and had a laugh, equally in an informal context without the self-motivation and will I have found informal learning very hard to do.
It is sometimes claimed that handheld digital devices allow students to learn at anytime, anywhere. A more nuanced position argues that the devices have the potential for ‘any time anywhere’ learning but that many other factors come into play.
For example, some devices may be easy to handle but have small screens that don’t allow easy reading.
Far from being hard to read the small screen is better suited to the narrow field of close vision that we have. So what if it is like looking through a letter box. If you want to concentrate why look at more?
A device can become too small. Too portable. As a video producer I have seen kit shrink so much that a device the size of a child’s shoe will generate a HD image and for $75 a day you could hire a camera that delivers 35mm quality. Making a film though with a device so small creates instability, you need some weight on your shoulder if you want to keep the image steady.
The portability and size of screen is less relevant than the affordances of the device, the fact that an iPad doesn’t support Flash, or Android is having problems with Google Apps, that is, if you are using learning materials that require specific functionality that isn’t working.
As for screen size, people may watch a blockbuster movie on a giant screen at the Odeon Leicester Square or on a Smartphone or palm-sized gaming device that is no bigger than a spectacle case; here what matters as with any movie, is the quality of the narrative, not the size of the screen.
Where a device’s portability comes into its own, as the person who recently made a phone call from the top of Everest, is the portability. Another extreme might be a cave diver with a device the plots the route for a cave system, or a glaciologists relaying pictures of a feature in a Greenland ice-sheet to colleagues thousands of miles away that informs the research.
‘Patterns of usage differ widely, and the fit between people’s lives and the devices they use can be very close.’ (Pettit and Kukulska-Hulme, 2007, p.28)
Is an apt way to express a new term being used in the Open University Business School to describe applied or practice-based learning that gets away from the ‘distance’ tag, that is to call it ‘nearness’ learning. (Fleck, 2011). I also like the idea of ‘intense but provisional,’ people’s attitudes are brand specific, with the Mac vs. PC split of computing now a split between Windows, Mac and Android (and others).
People chose brands to simplify the choices that have to be made between a plethora of devices, between Sony, Nokia, Goole and Windows, as well as between network suppliers, be that O2, Vodafone or others.
There is another way of looking at it though, if you come to see that all these devices offer the same sets of services and tools, from QWERTY keyboards, to a camera, from messaging to phone calls, to the hundreds of thousands of Apps, and in the case of the latest Windows phone … Windows software from Outlook to Docs, PPT to Excel.
Is size such an issue?
People have managed needlepoint for centuries and once painted miniatures. There is an appeal for the tiny sometimes, just as there is for the massive. In this respect the device becomes a reflection of the person’s personality, as well as the depth of their pockets, the availability of others services, from a signal to 3G (or not), even to the power to charge batteries.
Personal choice, celebration of variety, offering a smorgasbord rather than the continental breakfast.
‘That well-known random-access device consisting of ink on bound sheets of paper may still have plenty of life in it yet!’ (Pettit and Kukulska-Hulme, 2007, p.28) expressed in 2007 is how in 2011 writers in the e-magazine Reconstruction 6.4 describe the ‘long-tail’ of the blog, that definitions have become meaningless, suggesting that the varieties of ways to do or have what we have continued to call a ‘blog’ is as varied as the ways we have over many centuries come to use paper.
Drawing on a paper written in 2007 on research presumably undertaken a couple of years previously, it strikes me that ‘the world has moved on’, to say the least – though not enough. This exercise is looking at the extraordinary capabilities and uses for a device that in 2011 can offer somewhat more than was possible four years ago. This doesn’t mean to say we have the things.
From my own perspective I came into the MAODE (this time round) with an eight year old iBook that had trouble with some software, things as simple as PDFs and the latest versions of Flash as I was unable to upgrade the operating system. Working from a smallish screen I found myself printing off too. For the second module I had access to a better laptop and plugged it into a good-sized screen that allowed me to see a page of A4 at a time or to swivel the screen and have two windows open side by side. During the course of my third module (this one) I found myself without a particular device, but with access to a desktop, a laptop, even an iPad (and have used a Kindle to read some 16 books). Here I found myself putting everything online, into a blog and e-portfolio so I could access whatever I wanted wherever I was (or whichever device was available), as well as having the cataloguing, aggregating, sharing affordances that this has given. Any device, however mobile, and whatever size, can tap into this content.
The problem now, isn’t simply, for me at least, is the overwhelming volume of content I have put online, which despite adopting various approaches to keep track of it, has split into a number of blogs (OU, Blogger, WordPress, and Tumblr), a number of cloud galleries/warehouses in the sky (Flick, Dropbox, Kodak and Picasa Galleries, My Stuff, Pebblepad).
It is apt that I blog under the name ‘my mind bursts’, because it has, and is.
Like having a thought, or recalling some event or fact seemingly on a whim, I find I stumble across these ‘mind bursts’ quite by accident, forgetting the number of blogs, for example, that I for a period started only to abandon so that ‘serendipity’ has a role to play through the myriad of links I’ve also made. None of this has helped by finding myself with three Facebook accounts and unsure how to delete the ‘right’ one.
The attitude can only be to ride this like the web surfer of a decade ago – to run with it, rather than try and control it. You meet friends coming off a training a Liverpool Station, you do not need to know who else is on the concourse, the timetables for every train that day, week or year. To cope with the overwhelming quantity of stuff tools to filter out what matters to you at that moment is coming to matter most.
Currently I find myself repeatedly drawn to the activities of Hugo Dixon, a former Economist and FT journalist, who set up a business he called ‘Breaking Views’ to counter what he already by then perceived as a deluge of online information and the old print-based expression ‘Breaking News’; we would come to need as some pundits predicted fifteen years ago, ‘information managers’ or ‘information management systems’.
I wish I could reference the expression properly but ‘Freedom is lack of choice’ is one of my favourites; sometimes filters and parameters have their place. I enjoy using a Kindle as much for its limitations; it is something I can take to bed knowing that it’ll send me to sleep, while an iPad keeps me up all night.
REFERENCES
Fleck, J (2011) Association of MBAs Conference Video 2011
Pettit, John and Kukulska-Hulme, Agnes (2007). Going with the grain: mobile devices in practice. Australasian Journal of Educational Technology, 23(1), pp. 17–33.
On keeping a dream diary: creative problem solving techniques
I had a dream like is when I was 10 or 11 in Beamish Dormitory at Boarding Prep School. I was set upon by two musketeers and killed. I returned to the same dream the next night behind them and ‘got them’ first. I guess I had learnt how to cope with some set of shifting boy, gang, friendships.
I’m not at home and was woken two often last night: doors banging, couple chatting above my head, dog barking and a fax machine going off. This woke me in the middle of a recurring dream that related to a database of over 100 videos I am reviewing.
Currently I have a database, in columns and rows in Word.
It is hard to read. I need a simple way to see, share and add to this.
My dreams gave me ‘Top Trumps’.
A quick Google shows why this works: a screen grab, some basic facts on a single sheet (or card). I could even order a bespoke pack.
On keeping a dream diary: creative problem solving techniques
I had a dream like is when I was 10 or 11 in Beamish Dormitory at Boarding Prep School. I was set upon by two musketeers and killed. I returned to the same dream the next night behind them and ‘got them’ first. I guess I had learnt how to cope with some set of shifting boy, gang, friendships.
I’m not at home and was woken two often last night: doors banging, couple chatting above my head, dog barking and a fax machine going off. This woke me in the middle of a recurring dream that related to a database of over 100 videos I am reviewing.
Currently I have a database, in columns and rows in Word.
It is hard to read. I need a simple way to see, share and add to this.
My dreams gave me ‘Top Trumps’.
A quick Google shows why this works: a screen grab, some basic facts on a single sheet (or card). I could even order a bespoke pack.
Who are you? Does an Enneagram test help or confuse?
27th July 2011
Enneagram Test Results type score summary
Fives are basically on some level estranged from the rest of the world, consequently, their mind is usually their best friend.
They like to analyze things and make sense of them (that is their anchor), this makes them great inventors and philosophers. The immense inner world of fives can cause them to lose touch or interest in reality.
Sevens are optimistic thrill seekers that see life as an adventure.
They are always thinking of new possibilies and adventures. This constant zest for life is often just escapism. Once things lose there fun they are no longer interested, so many projects go unfinished. Essentially, they avoid the difficulties of life because they fear being overwhelmed by them.
Fours are all about being unique and creating their own distinct culture.
They experience the highs and lows of life more intensely than other types. This makes them great creative forces (artists, writers, filmmakers). Fours often feel like misplaced children, and they long for a sense of real family.
Ones are idealistic perfectionists.
They are rooted in morals and ethics. They live with an overbearing internal critic that never rests. They can be very judgemental and don’t understand how most people can be such slackers. Other people don’t understand why they are so uptight.
Threes derive self worth from success in the external world.
They are highly skilled at adapting themselves in whatever way necessary to achieve success.
This external success driven image often comes at a price of having a personal identity and they may lose site of who they really are.
Twos are defined by their empathy of other people.
They are uniquely gifted at tuning in on the feelings of others. This makes them great networkers. They feed on their connection to others, love of friends and family. However being too caught up with other people can drain them, and cause them to lose track of their own personal well being.
Sixes are defined by anxiety.
They are gifted in their ability to see the dark and light sides of life (and of people and situations around them). This insight into possible outcomes makes them useful planners. However since they are never sure what will prevail they are always on edge and cling to predictable structures/systems for peace of mind.
Eights are natural leaders.
They are straight forward, direct, large personalities, that are unlikely to back down to adversity. They have a talent for motivating others. They have a strong sense of justice and are often protectors of the weak. However, they also have short fuses and can become domineering tyrants.
Nines are open minded optimists.
They are able to see everyones point of view, and have a natural desire for making peace. Consequently, they are effective mediators. They often live by the ‘go along to get along’ creed. However their openess to other people can cause them to lose site of themselves and their own happiness. Traditionally, the personality type you score highest on is considered your Enneagram type, so you are a:
(In truth, you are a combination of all the personality types so examine all your scores.)
And there is a difference between WHO you are and HOW you behave, especially if you behaviour has been modified by NINE years of boarding prep and public school, a virtually all male university college (Balliol College, Oxford in the 1980s).
And Cognitive Behavioural Therapy that I have used to undo and reknit who I am and want to be.
What can you share?
I come from a family where the person who goes to work is not the person at home, where lives are distinct.
Or were meant to be.
Goodbye to all that
After a year for me, nine months for Helen and Subby, we say goodbye, jointly, to the Business Development & External Affairs Department of the Open University Business School.
Like Robert Graves who was writing about his experiences through the First World War and temporary marriage before his departure for Majorca I had my battles and relationships none of which I plan to share online.
Are you in Kirton Adaptor-Innovation terms an ‘adaptor’ or an ‘innovator?’
Adaption-Innovation
There are two styles of decision making. (Kirton, 1976, 1977, 1980)
- Adaptors ’stretch’ existing agreed definitions. They proceed within the established mores. Dominates management.
- Innovators ’reconstruct’ the problem, they separate it, emerging with much less expected and probably less acceptable solutions.
‘They are less concerned with ‘doing things better’ than with ‘doing things differently’.
Across a population, Kirton and others have tens of thousands of people to go on from completed inventories to go on, there is a Normal curve of distribution (Kirton, 1977)
I am an innovator and somewhat out on the far edge of the scale. Does this render me and people I have met who are ’innovators’ unemployable? With certain teams, in certain organisations we are incompatible unless you want us there to act as a catalyst, consultant or communicator.
Any problem goes through a series of stages:
- Perception of the problem
- Analysis of the problem
- Analysis of the solution
- Agreement to change
- Delegation
- Implementation for most was two/three years after the problem became apparent, whilst a few were tackled with the bare minimum of analysis. Objections were often only overcome (then collectively forgotten) as a result of some crisis. Rejection was often based on WHO was putting the idea forward.
Cf. P111
Disregard of convention when in pursuit of their own ideas has the effect of isolating innovators in a similar way to Roger’s (1957) creative loners.
32-item inventory, theoretical range of 32-160 and a mean of 96.
Cultural innovativeness see Indian Women p114
Solutions sought within the structure by adaptors so nothing changes.
‘Tolerance of the innovator is thinnest when adaptors feel under pressure from the need for imminent radical change.’ Kirton (2011:115)
It is unlikely (as well as undesirable), that any organization is so monolithic in its structure and in the ’demands’ on its personnel that it produces a total conformity of personality types. P115
How an innovator or adaptor can be an agent of change where all around have a cognitive style alien to his own. Kirton (2011:117)
Reference
Kirton. M.J. (1984) Long Range Planning 17, 2, 137-43 in Henry.J. Creative Management & Development 3rd ed. pp109 (2011) Ch8 Adaptors and Innovators: why new initiatives get blocked. M.J.Kirton
Kirton.M.J.(1977) Manual of the Kirton Adaption-Innovation Inventory.
Rogers.C.R. (1957) Towards a theory of creativity. In H.H, Andersen. Creativity and its cultivation. Harper.
Related articles
- Using TERMS for Value Innovation (coriolisinnovation.com)
- outcomes & consequences of change (toleranceforambiguity.wordpress.com)
Curiosity, Forgiveness, Love … everyday attributes of the innovative organisation?
B822 BK 2 C6 Precepts
Especially actions that DISCOURAGE speculation/creativity Henry (2010:93)
Curiosity | Charles Handy (1991) Creativity in Management, Radio 1, B822 |
Forgiveness | Charles Handy (1991) |
Love | Charles Handy (1991) |
A sense of direction | Schon, D.A. (1983) The Reflective Practitioner |
Some ‘Set Breakers’ Henry (2010:96)
1. Develop broad background experience and many interests
2. Find and challenge your own blind spots
3. Explore many different perspectives
4. Challenge yourself
5. Develop good browsing facilities
6. Change techniques or different mental modes
7. Seek out people with other points of view
8. In a group
Relevance bias
1. Dry Run
2. Quota of alternatives
3. Inverse optional question
4. Checklist of transformations
5. Reverse the problem
6. Boundary relaxation
7. What difference?
8. Get several people to try it
9. Deep questioning
10. Challenge
11. Fresh eye
6.4 Value of Play
1. Play is key to learning activity
2. The objects of play are both objective and subjective
3. The ability of play helps create the sense of independence.
4. Play offers a protected area of illusion
5. Plays is a way of managing unfulfilled need.
6. Play can lead to a particular state of mind.
7. Play breaks down outside certain emotional limits.
8. Shared play builds relationships
A. Choice of Setting
B. Choice of team members
C. Climate to aim for
D. Don’t demystify
E. Management of coping mechanisms
F. An aid to team building
McCaskey (1988)
· Problem finding (experience)
· Map building
· Janusian Thinking
· Controlling and not controlling
· Using domain and direction
· Planning rather than goal-directed planning
· Humour that oils
· Charisma
· Using ad hoc structures such as task force and project teams
· Using a core group embedded in a network of contracts and information
· ‘Turbulence management’
N.B. Creativity needs space vs. time pressure, interruption
· Create Space
6.8 involve others
The more participants you have, the more ideas you get.
‘Successfully creative people are often deeply committed to a particular domain, that has strong internal significance to them, and they focus very firmly on particular goals’. (e.g. Tessa Ross, Lionel Wigram, William Hague)
‘Passion and persistence can motivate sustained work; attract the loyalty of helpers; create awareness of you and your project in people who have relevant resources; and reassure those who need to take risks on your behalf.’ Henry (2010:114)
CATWOE p115
- Blind chance
- Wide-ranging exploration
- The prepared mind
- Individualised Action
6.12 Manage the Process Henry (2010:1113)
· Get the parameters right
· Record
· Sustain pace and energy
· Develop trust
· Keep the experience positive
· Plan
· Do – analyse either side and separately
· What?
· Why?
Learn from experience of others
- Experiment
REFERENCE
Adams, J.L. (1987) Chase, Chance and Creativity: The Lucky Art of Novelty; New York; Columbia University Press.
Austin, J.H. (1978) Chase, Chance and Creativity: The Lucky Art of Novelty: New York: Columbia University Press.
McCaskey, M.B. (1988) ‘The challenge of managing ambiguity’, in Pondy, L.R, Boland, R.J and Thomas, H (eds) Managing Ambiguity and Change, new York, pp 2-11
Schon, A.A. (1983) The Reflective Practioner: How Professionals think in Action, London: Temple Smith
Wetherall, A. and Nunamaker, J (1999) Getting Results from Electronic Meetings
Winnicott, D.W (1972) Playing and Reality. Harmondsworth (1983) Davis, M and Wallbridge, D (1983) Boundary and Space: An Introduction to the Work of D.W. Winnicott. Harmondsorth.
B822 Creativity, Innovation and Change (AUDIO PACK)
I am listening through a 28 minute audio on creativity, innovation and change.
This is part of the OU MBA programme, but for me an elective 30 credits as part of the Masters in Open in Distance Education having already taken H807, H808 and H800.
I need a transcript.
I would skim read it, then listen once.
Instead, on the third listening I find I am writing a transcript, bullet points becoming sentences, sentences becoming paragraphs, those interviewed gaining a picture from Google Images and a resume from the institute where they are currently based.
Where the interviews intercut, I am taking them back to FOUR single interviews.
I am deconstructing, as if I had conducted the interviews myself.
(Two hours later I have a fourth listen. Why? Because I believe that the effort made to extract learning from these audio tracks will pay dividends. The ideas will begin to mean something)
(24 hours later I have the Media Book that supports the audio. Not the transcript that I desire, but notes from the Course Chair Jane Henry. I am struck both by what I HAVE picked up from the audio, as well as arguments/opinions that totally escaped me, that I’ll have to seek out simply to be sure that these things were ever said. As I am currently on Jury Service I am struck how we as humans are, indeed have to be, selective regarding what we see and hear. We cannot take it all in. Context is everything. We are not a sponge, at best a Gouda cheese).
Creativity. Innovation and Change
Charles Handy (born 1932) is an Irish author/philosopher specialising in organisational behaviour and management. Among the ideas he has advanced are the …
Two major things:
1.Globalisation: organisations have got bigger to be there and smaller to be human
2.From things to knowledge/ideas.
People are identifiable people with names who have to be cossetted.
Reorganise into projects and teams so that people know each other.
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Importance of informal contacts.
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People reach out to people.
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Inside and outside organisations.
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Groups are there to deliver something.
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Informal cells made official.
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Managers can say what is wanted at the end of the project, but not how to get there.
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Creativity will blossom.
People will have to reinvent themselves.
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People want to feel they are giving their lives, or a bit of it, to something that matters.
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What is it that people need?
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Businesses that grow out of frustrations (Michael Young, Richard Branson)
Prof. Rossabeth Moss Kanter
Professor Kanter holds the Ernest L. Arbuckle Professorship at Harvard Business School, where she specializes in strategy, innovation, and leadership for change. Her strategic and practical insights have guided leaders of large and small organizations worldwide for over 25 years, through teaching, writing, and direct consultation to major corporations and governments.
Interviewed for the Open University’s module B822 ‘Creativity, Innovation and Change’ Module she talks for the need for:
- Less bureaucracy
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Emphasis on team work
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On sharing leadership
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Emphasis on customer responsive decisions … working on feedback directly from customers.
To be like leaders of volunteers.
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I’m the leader here’s my vision, so that you can bring to it the best that you can do.
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A sense of mission.
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Motivated by the chance to learn.
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Or if you have to leave.
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An enhanced reputation.
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You’ll get recognition.
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People being owners of the business, to share in the value they create.
The ladders aren’t there anymore.
What’s my profession? What’s my skill set.
__________________________________________________
The Hollywood model
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Where you get the best producers and directors, and some investors and actors. These sets of projects can be in the same company … if the company is providing.
______________________________________________________
For me this is a concept that rings most true having contemplated how to assemble a team of people with different skills, indeed, why a variety of skills are necessary and that these should be distinguishable and come from the contrebutions of several people. Currently, social media, is vested in one person, whereas it should be shared across several skill sets. The creative teams in advertising are made up of a copywriter and art director, in a web agency we had an editor, designer and programmer. In each case a producer is required too.
_________________________________________________________________
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Employment relationships are shorter term. Employees have to recommit each year.
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Engaging the minds and hearts of the people.
Prof. Charles Hampden Turner. The Judge Institute, University of Cambridge.
Charles Hampden–Turner (a dilemma enthusiast), they talk these days not so much of country stereotypes as the need to understand individuals. He received his masters and doctorate degrees from the Harvard Business School and was the recipient of the Douglas McGregor Memorial Award, as well as the Columbia University Prize for the Study of the Corporation.
Networks and accelerating returns.
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A critical moment when the network becomes incredibly valuable.
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The concept of the employee society is going to die.
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A buffalo and being hunted down by Indians again ?!
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Vs. being fad proan.
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Think in terms of paradox.
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Time and motion studies.But it ran to its own limits.
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Professor Henry Mintzberg, OC, OQ, FRSC (born in Montreal, 1939) is an internationally renowned academic and author on business and …
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People who are truly empowered don’t need to be empowered by managers. It doesn’t bring about more creative organisations.
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Learning organisations as they have a healthy culture.
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Build cultures that support maverick, a ‘why not?’ culture that a ‘Why?’ culture.
(See more about organisational configurations)