ARISTOTELE Presentation at the 46th HAWAII INTERNATIONAL CONFERENCE ON SYSTEM SCIENCES
Processes and Technologies for Small and Large Team Collaboration. Learn more on http://www.aristotele-ip.eu/
2013 Nelson APDP Educational leadership NetworkChris Jansen
This document discusses adaptive leadership and fostering self-organization within educational organizations. It argues that traditional change management approaches are not well-suited for today's complex, fast-paced environment. Instead, adaptive leadership focuses on developing independent agents, fostering interactions between people, distributing power and control, and exploring shared values to encourage self-organization and emergence of innovative solutions. The key roles of adaptive leaders are to mentor individuals, facilitate interaction and learning across the organization, and decentralize decision-making to empower others.
Complexity based leadership: Navigating complex challengesChris Jansen
This document discusses complexity-based leadership and navigating adaptive challenges. It provides an overview of complexity thinking and adaptive leadership. It discusses that adaptive challenges require generating and trialing multiple solutions as they are embedded in social complexity, compared to technical problems which can be solved with existing knowledge. It also discusses fostering collective intelligence through mechanisms like cross-functional teams to engage stakeholders and generate better solutions. Finally, it discusses that adaptive change processes are cyclic with multiple experiments compared to linear change processes for technical challenges.
This document provides an overview of knowledge management concepts through a lecture given at Fatima Jinnah Women University. It discusses how the modern workplace has shifted to a knowledge economy, the different types of organizations, and factors that influence strategic management. Knowledge is defined as translating information into meaningful relationships that can be applied. Knowledge management aims to identify, manage, and share both explicit and tacit knowledge across an organization. A strategic focus on knowledge assists long-term organizational viability.
The document discusses knowledge management (KM) and its benefits. KM is defined as enabling individuals and teams to collectively create, share, and apply knowledge to achieve objectives. Benefits include reduced time-to-market, increased revenue and profit margins. Examples show companies saving billions through KM. Knowledge is formed from data and information, and can be explicit or tacit. Tacit knowledge is stored in people's minds while explicit knowledge is written down. KM tools and communities of practice help capture and share knowledge.
Designing for Shared Regulatory Processes in CSCL (CSCL 2013 -Workshop)TieLab
Designing for Shared Regulatory Processes in CSCL
CSCL 2013 Invited Workshop - Panel Presentation
Mariel Miller & Allyson Hadwin
University of Victoria
http://place.dawsoncollege.qc.ca/~echarles/?OpenItemURL=S00446B71
2013 Nelson APDP Educational leadership NetworkChris Jansen
This document discusses adaptive leadership and fostering self-organization within educational organizations. It argues that traditional change management approaches are not well-suited for today's complex, fast-paced environment. Instead, adaptive leadership focuses on developing independent agents, fostering interactions between people, distributing power and control, and exploring shared values to encourage self-organization and emergence of innovative solutions. The key roles of adaptive leaders are to mentor individuals, facilitate interaction and learning across the organization, and decentralize decision-making to empower others.
Complexity based leadership: Navigating complex challengesChris Jansen
This document discusses complexity-based leadership and navigating adaptive challenges. It provides an overview of complexity thinking and adaptive leadership. It discusses that adaptive challenges require generating and trialing multiple solutions as they are embedded in social complexity, compared to technical problems which can be solved with existing knowledge. It also discusses fostering collective intelligence through mechanisms like cross-functional teams to engage stakeholders and generate better solutions. Finally, it discusses that adaptive change processes are cyclic with multiple experiments compared to linear change processes for technical challenges.
This document provides an overview of knowledge management concepts through a lecture given at Fatima Jinnah Women University. It discusses how the modern workplace has shifted to a knowledge economy, the different types of organizations, and factors that influence strategic management. Knowledge is defined as translating information into meaningful relationships that can be applied. Knowledge management aims to identify, manage, and share both explicit and tacit knowledge across an organization. A strategic focus on knowledge assists long-term organizational viability.
The document discusses knowledge management (KM) and its benefits. KM is defined as enabling individuals and teams to collectively create, share, and apply knowledge to achieve objectives. Benefits include reduced time-to-market, increased revenue and profit margins. Examples show companies saving billions through KM. Knowledge is formed from data and information, and can be explicit or tacit. Tacit knowledge is stored in people's minds while explicit knowledge is written down. KM tools and communities of practice help capture and share knowledge.
Designing for Shared Regulatory Processes in CSCL (CSCL 2013 -Workshop)TieLab
Designing for Shared Regulatory Processes in CSCL
CSCL 2013 Invited Workshop - Panel Presentation
Mariel Miller & Allyson Hadwin
University of Victoria
http://place.dawsoncollege.qc.ca/~echarles/?OpenItemURL=S00446B71
Leveraging systems thinking for strategic clarityChris Jansen
This document summarizes a presentation by Chris Jansen on leveraging systems thinking for strategic clarity. Jansen discusses how systems thinking allows one to see interconnections rather than isolated events and influences within a complex system. He provides examples of causal loop diagrams that map these relationships. Jansen also introduces the iceberg model of mental models, events, patterns, and systemic structures. Throughout, he emphasizes how systems thinking tools can help organizations explore influential factors, map their connections, identify leverage points, and act with clarity.
Chris Jansen (www.Ideacreation.org) - "Leadership concepts"Chris Jansen
This presentation was made with a group of Chinese leaders and professors from universities in China who were in New Zealand on a study tour at Canterbury University
. Discuss – challenges of collaborating with people online, project approaches, engaging with outside communities, tools
. Using – project experiences of working in virtual worlds and being a graduate of IOLE
. Able to address with regard to your own career:
+ Team working tips
+ Team presentation tips
+ Community engagement tips
+ Virtual tool tips
Singapore - Leading change from the middle Workshop April 15-16 2013Chris Jansen
This document provides an overview of a workshop on leading change from the middle. It discusses exploring change inquiries, influence and position, systems thinking, determining if a challenge is complicated or complex, system mapping, creating self-organization, tools for adaptive leadership, and appreciative inquiry. It also discusses applying positive psychology concepts like positive deviance and positive leadership to leverage strengths. Finally, it outlines frameworks for analyzing change, fostering self-organization, and adaptive leadership.
Knowledge management simple secret of sucessfulSeta Wicaksana
Seta A. Wicaksana is a psychologist who works at Humanika Consulting. She has several roles including being a senior advisor at BPJS Ketenagakerjaan and deputy dean at the Faculty of Psychology at Pancasila University. She founded Humanika Consulting and writes books. She develops psychological assessment tools and trains, counsels, and assesses clients. She also teaches at Pancasila University and is pursuing her doctorate there in human resource management.
2013 leading change for the future doig jansen day shared slidesChris Jansen
This document provides an overview of a leadership development program focused on leading change for the future. It discusses exploring change processes, leadership for complex systems, collaborative culture development, and mapping change inquiries. It introduces concepts like embedding learning in work contexts, cross-pollination of learning, and ongoing conversations. Frameworks for leading positive and sustainable change are presented, along with discussions of speed, complexity, uncertainty and opportunities in change leadership. The challenges of technical versus adaptive challenges are examined. Throughout are examples, case studies, and insights into scanning the future environment and developing an iterative model for future-focused leadership.
Chris Jansen (www.Ideacreation.org) - "Seeding innovation through adaptive le...Chris Jansen
This document discusses adaptive leadership and how it can foster emergence and self-organization in educational institutions. It argues that adaptive leadership involves (1) proactively mentoring individuals, (2) fostering interactions and shared learning, (3) distributing power and decentralizing control, and (4) exploring and articulating shared values. This approach can build an organization's capacity for self-organization, adaptation, innovation and resilience by developing independent agents, encouraging their interactions, and motivating them with a common purpose. The role of leaders is to cultivate these conditions rather than impose rigid control from the top down.
This document summarizes a workshop on building evaluation capacity for projects in India. It discusses that evaluation capacity involves creating feedback mechanisms to guide decision making. Evaluation can increase an organization's ability to adapt and involve stakeholders. The workshop focused on cultivating data and interpreting it to make it useful for different audiences. It emphasizes that leadership commitment is critical to integrating evaluation into organizational learning. The document provides an example logic model and discusses considerations for collecting culturally valid data.
Genesis Group China - Leadership development keynote 2013Chris Jansen
This is a presentation that I have just made at four large HR forums in Beijing, Shanghai, Nanjing and Guangshou in China. As you can see on the slides it was all translated into Mandarin as the audience of 300 were all Chinese speakers. What a wonderfully rich cultural experience!
seminar within a research school for young researchers “Innovations in Knowledge Management Practices” supported by Russian Science Foundation, 10-11 October 2016, Graduate School of Management St. Petersburg State University
http://gsom.spbu.ru/en/all_news/event2016_10_18/
Building team effectiveness through psychometric profiling. a scientific real...Sascha Michel
Psychometric profiling can impact team effectiveness by increasing individual awareness of personality differences, which can create an environment of openness. This improves communication and collaboration within teams. Repeated use of psychometric profiling over the longer term helps maintain awareness of personalities and provides a common framework for understanding conflicts and complex situations. While conducted out of context, psychometric profiling still provides value as a predictor of future behavior in improving overall team effectiveness.
Getting S.M.A.R.T. with Data PresentationCourtney Huff
The document outlines an agenda for a School Leadership Teams Workshop focusing on creating a culture of quality data through professional development, data mining tools, and establishing collaborative teams. The workshop covers introducing data systems, assessing the current culture and use of data, and roles and responsibilities for building a culture where decisions are based on analysis of common formative assessments.
The document outlines expectations and systems for effective coaching. It discusses participant expectations, desired outcomes, definitions of coaching roles, and systems to support coaching including developing a coach network, understanding team dynamics, establishing meeting foundations, integrating initiatives, and using a continuum for decision making.
Call to Action: Challenge Based Learning in ActionKatie Morrow
The document summarizes Katie Morrow's presentation on challenge based learning. It discusses the foundations of challenge based learning in initiatives like Apple Classrooms of Tomorrow. It outlines the essential elements of challenge based learning projects, which include having a real-world topic, actionable challenges for students to address, collaboration, and leveraging existing technologies. The framework for a challenge based learning project is also described, with components like a driving question, guiding activities and resources for students, solutions, assessments, and opportunities for students to publish and reflect on their work. An example challenge is provided about addressing student apathy in schools.
The webinar is being presented by Professor Becky Malby and Liz Maddocks-Brown. Prof. Malby has experience in systems innovation, organizational change, and leadership development in both the public and private sectors in the UK and internationally. Liz Maddocks-Brown has over 30 years of experience in the public sector, especially leading organizational change initiatives in the NHS. The webinar will focus on what it takes to be an effective network leader, exploring topics like the roles and responsibilities of network leadership, facilitating peer relationships, and sustaining networks over time. Participants will be encouraged to ask questions in the chat box.
introduction to Knowledge - Types of Knowledge - Knowledge Management: goals and objectives of KM, Knowledge worker and its role importance of Knowledge worker and characteristics of Knowledge worker
This document summarizes a presentation on developing effective virtual teams. It discusses strategies for structuring a constructive virtual culture with trust, tools for creating and developing virtual teams, and how to become an effective virtual leader. The presentation covers challenges of virtual collaboration like lack of physical presence and solutions like using collaboration tools and establishing clear goals and roles. It emphasizes that virtual leaders need skills like open-mindedness, communication, and empowering their teams to succeed in a remote environment. The overall objective is to provide inspiration and strategies for teams to work productively even when members are geographically dispersed.
1. The document discusses using web 2.0 technologies to support teacher action research coaching. It describes action research, critical parts of the process, and how an online learning community can help coaches support teachers' action research.
2. An example is given of an online learning community of 12 coaches that used a blog site to share resources, experiences, and collaborate over 9 months.
3. Additional applications like wikis, social networks, and office suites are suggested to further support online communities for action research coaching.
This document outlines the goals and activities of a project to develop a leadership framework for the education and training sector in the UK. The project aims to establish a knowledge base to help the Education & Training Foundation create a professional career framework for leadership. Key activities include interviews with sector leaders, feedback on leadership development, establishing an international advisory group, and implementing a virtual brainstorming process to engage a diversity of thinkers in developing signals about the future of leadership in this sector. The virtual brainstorming allows anonymous contributions at a large scale to gain wisdom from crowds.
Leveraging systems thinking for strategic clarityChris Jansen
This document summarizes a presentation by Chris Jansen on leveraging systems thinking for strategic clarity. Jansen discusses how systems thinking allows one to see interconnections rather than isolated events and influences within a complex system. He provides examples of causal loop diagrams that map these relationships. Jansen also introduces the iceberg model of mental models, events, patterns, and systemic structures. Throughout, he emphasizes how systems thinking tools can help organizations explore influential factors, map their connections, identify leverage points, and act with clarity.
Chris Jansen (www.Ideacreation.org) - "Leadership concepts"Chris Jansen
This presentation was made with a group of Chinese leaders and professors from universities in China who were in New Zealand on a study tour at Canterbury University
. Discuss – challenges of collaborating with people online, project approaches, engaging with outside communities, tools
. Using – project experiences of working in virtual worlds and being a graduate of IOLE
. Able to address with regard to your own career:
+ Team working tips
+ Team presentation tips
+ Community engagement tips
+ Virtual tool tips
Singapore - Leading change from the middle Workshop April 15-16 2013Chris Jansen
This document provides an overview of a workshop on leading change from the middle. It discusses exploring change inquiries, influence and position, systems thinking, determining if a challenge is complicated or complex, system mapping, creating self-organization, tools for adaptive leadership, and appreciative inquiry. It also discusses applying positive psychology concepts like positive deviance and positive leadership to leverage strengths. Finally, it outlines frameworks for analyzing change, fostering self-organization, and adaptive leadership.
Knowledge management simple secret of sucessfulSeta Wicaksana
Seta A. Wicaksana is a psychologist who works at Humanika Consulting. She has several roles including being a senior advisor at BPJS Ketenagakerjaan and deputy dean at the Faculty of Psychology at Pancasila University. She founded Humanika Consulting and writes books. She develops psychological assessment tools and trains, counsels, and assesses clients. She also teaches at Pancasila University and is pursuing her doctorate there in human resource management.
2013 leading change for the future doig jansen day shared slidesChris Jansen
This document provides an overview of a leadership development program focused on leading change for the future. It discusses exploring change processes, leadership for complex systems, collaborative culture development, and mapping change inquiries. It introduces concepts like embedding learning in work contexts, cross-pollination of learning, and ongoing conversations. Frameworks for leading positive and sustainable change are presented, along with discussions of speed, complexity, uncertainty and opportunities in change leadership. The challenges of technical versus adaptive challenges are examined. Throughout are examples, case studies, and insights into scanning the future environment and developing an iterative model for future-focused leadership.
Chris Jansen (www.Ideacreation.org) - "Seeding innovation through adaptive le...Chris Jansen
This document discusses adaptive leadership and how it can foster emergence and self-organization in educational institutions. It argues that adaptive leadership involves (1) proactively mentoring individuals, (2) fostering interactions and shared learning, (3) distributing power and decentralizing control, and (4) exploring and articulating shared values. This approach can build an organization's capacity for self-organization, adaptation, innovation and resilience by developing independent agents, encouraging their interactions, and motivating them with a common purpose. The role of leaders is to cultivate these conditions rather than impose rigid control from the top down.
This document summarizes a workshop on building evaluation capacity for projects in India. It discusses that evaluation capacity involves creating feedback mechanisms to guide decision making. Evaluation can increase an organization's ability to adapt and involve stakeholders. The workshop focused on cultivating data and interpreting it to make it useful for different audiences. It emphasizes that leadership commitment is critical to integrating evaluation into organizational learning. The document provides an example logic model and discusses considerations for collecting culturally valid data.
Genesis Group China - Leadership development keynote 2013Chris Jansen
This is a presentation that I have just made at four large HR forums in Beijing, Shanghai, Nanjing and Guangshou in China. As you can see on the slides it was all translated into Mandarin as the audience of 300 were all Chinese speakers. What a wonderfully rich cultural experience!
seminar within a research school for young researchers “Innovations in Knowledge Management Practices” supported by Russian Science Foundation, 10-11 October 2016, Graduate School of Management St. Petersburg State University
http://gsom.spbu.ru/en/all_news/event2016_10_18/
Building team effectiveness through psychometric profiling. a scientific real...Sascha Michel
Psychometric profiling can impact team effectiveness by increasing individual awareness of personality differences, which can create an environment of openness. This improves communication and collaboration within teams. Repeated use of psychometric profiling over the longer term helps maintain awareness of personalities and provides a common framework for understanding conflicts and complex situations. While conducted out of context, psychometric profiling still provides value as a predictor of future behavior in improving overall team effectiveness.
Getting S.M.A.R.T. with Data PresentationCourtney Huff
The document outlines an agenda for a School Leadership Teams Workshop focusing on creating a culture of quality data through professional development, data mining tools, and establishing collaborative teams. The workshop covers introducing data systems, assessing the current culture and use of data, and roles and responsibilities for building a culture where decisions are based on analysis of common formative assessments.
The document outlines expectations and systems for effective coaching. It discusses participant expectations, desired outcomes, definitions of coaching roles, and systems to support coaching including developing a coach network, understanding team dynamics, establishing meeting foundations, integrating initiatives, and using a continuum for decision making.
Call to Action: Challenge Based Learning in ActionKatie Morrow
The document summarizes Katie Morrow's presentation on challenge based learning. It discusses the foundations of challenge based learning in initiatives like Apple Classrooms of Tomorrow. It outlines the essential elements of challenge based learning projects, which include having a real-world topic, actionable challenges for students to address, collaboration, and leveraging existing technologies. The framework for a challenge based learning project is also described, with components like a driving question, guiding activities and resources for students, solutions, assessments, and opportunities for students to publish and reflect on their work. An example challenge is provided about addressing student apathy in schools.
The webinar is being presented by Professor Becky Malby and Liz Maddocks-Brown. Prof. Malby has experience in systems innovation, organizational change, and leadership development in both the public and private sectors in the UK and internationally. Liz Maddocks-Brown has over 30 years of experience in the public sector, especially leading organizational change initiatives in the NHS. The webinar will focus on what it takes to be an effective network leader, exploring topics like the roles and responsibilities of network leadership, facilitating peer relationships, and sustaining networks over time. Participants will be encouraged to ask questions in the chat box.
introduction to Knowledge - Types of Knowledge - Knowledge Management: goals and objectives of KM, Knowledge worker and its role importance of Knowledge worker and characteristics of Knowledge worker
This document summarizes a presentation on developing effective virtual teams. It discusses strategies for structuring a constructive virtual culture with trust, tools for creating and developing virtual teams, and how to become an effective virtual leader. The presentation covers challenges of virtual collaboration like lack of physical presence and solutions like using collaboration tools and establishing clear goals and roles. It emphasizes that virtual leaders need skills like open-mindedness, communication, and empowering their teams to succeed in a remote environment. The overall objective is to provide inspiration and strategies for teams to work productively even when members are geographically dispersed.
1. The document discusses using web 2.0 technologies to support teacher action research coaching. It describes action research, critical parts of the process, and how an online learning community can help coaches support teachers' action research.
2. An example is given of an online learning community of 12 coaches that used a blog site to share resources, experiences, and collaborate over 9 months.
3. Additional applications like wikis, social networks, and office suites are suggested to further support online communities for action research coaching.
This document outlines the goals and activities of a project to develop a leadership framework for the education and training sector in the UK. The project aims to establish a knowledge base to help the Education & Training Foundation create a professional career framework for leadership. Key activities include interviews with sector leaders, feedback on leadership development, establishing an international advisory group, and implementing a virtual brainstorming process to engage a diversity of thinkers in developing signals about the future of leadership in this sector. The virtual brainstorming allows anonymous contributions at a large scale to gain wisdom from crowds.
InstructionsPart Four of Applied Final Project,Playing with Ge.docxpauline234567
Instructions
Part Four of Applied Final Project,Playing with Gender: Understanding Our Gendered Selves:
"Understanding My Playing-with-Gender Act" (20% of course grade; due end of Week 7) Five (5) pages (1200-1500 words)
All parts of this project should be formatted in APA style (follow for both essay and citation styles):https://libguides.umgc.edu/c.php?g=1003870
Purpose: Act Analysis
In this part of the assignment, you will perform, describe, and analyze your act. After you perform your act, compose a 5-page (1200-1500 words) task specifying your experiences. The first section (one-third to one-half of your paper) should describe your act and your responses to it, and the second section should analyze your act in terms of the scholarship on gender:
Section One (minimum 500 words):
1. Describe your act:
2. What did you do?
3. Where did you do it?
4. How did you prepare for it?
5. What responses did you get while performing your act?
6. How did you feel while performing your act?
7. What would you do differently if you had to perform this same act again? Would you perform the act in the same location and at same time? Would you change your appearance during the act? Would you do anything else differently?
8. Please refer directly to the required reading on Participant Observation (Mack et al., 2005) in this section of the paper (Mack et al., 2005) (
PLEASE see attached for document):
Mack et al. (2005). "Module Two: Participant Observation," from
Qualitative Research Methods: A Data Collector's Field Guide, Family Health International. Read Module 2, pages 13-27. Retrieved from
https://www.fhi360.org/sites/default/files/media/documents/Qualitative%20Research%20Methods%20-%20A%20Data%20Collector's%20Field%20Guide.pdf
Section Two: (minimum 700 words):
(Please see attached for document listing the sources)
Referring directly to at least three academic sources for support (these may be pulled from the sources you identified and discussed in your Annotated Bibliography for Part 3
and/or the readings for this class), consider the potential impact of your act. Here are some questions to consider (you do not have to answer all of these questions; they are provided to help you to think about ways your act may have impact on society):
· Can you explain the range of reactions to your act? Did those reactions reflect any of the sociological scholarship found in the course readings or in your research? Did any of the reactions challenge that research?
· How do you think class, race, age, and sexuality came into play during the conception and performance of the act?
· Was performing this act an act of feminism? Why? and, if so, what type(s) of feminism?
· Was your act an act of activism? That is, could it help to create social change? If so, how?
Please see attached for Project 1, 2 & 3 for information and assistance.
Qualitative
Research
Methods:
A DATA CO L L E.
Qualitative research methods - a data collector's field guideDatum Intel
This document provides an overview of a field guide for qualitative research methods. The field guide was created to train data collection teams in applied public health research projects. It covers the main qualitative research methods used in public health - participant observation, in-depth interviews, and focus groups. For each method, it provides practical guidance on logistics, ethics, sampling, data collection and management. The goal is to prepare data collectors to conduct qualitative research systematically and ethically in developing country field sites.
SMART Infrastructure Facility was pleased to host Dr Ruth Deakin Crick, a Reader in Systems Learning and Leadership, at University of Bristol, UK as she presented ‘Learning Journeys: making learning visible in developing infrastructure futures’ as part of the SMART Seminar Series on October 16th, 2014.
Leadership and management of social organisations claraClara Cruz Santos
The document provides guidance on external management of social organizations in Europe, outlining key steps such as defining problems, finding relevant information from multiple sources, processing the knowledge, and making decisions in an inclusive process. It also discusses strategic thinking, decision making processes, communication plans, and questions to ask when reporting on activities in order to effectively manage projects and organizations.
Emerging Participatory Research Methods for Digital Health CommunicationsAlex Bornkessel
This presentation was given as a part of the Health Communication Capacity Collaborative's (HC3) Health Communication Innovation Webinar Series. Many of the research methods highlighted however can also apply beyond the realm of just health communication and into other areas and across a diverse set of population groups.
Recording is located at: http://www.healthcommcapacity.org/blog/hc3-innovation-webinar-2-research-methodologies
The document discusses Appreciative Inquiry (AI), a strengths-based approach to organizational change and development. It provides an overview of AI, including its key principles and the 5-D cycle of Define, Discover, Dream, Design, and Destiny. Case studies are presented showing how various organizations have used AI to improve performance, build shared visions, and develop strategic plans through collaborative inquiry and storytelling.
AISA Leadership Retreat Ghana - Leading complex change 2013Chris Jansen
This document discusses leading complex organizational change through connecting wisdom, unleashing adaptability, and fostering interaction. It addresses both technical and adaptive challenges in change processes. Technical challenges involve known solutions and linear change, while adaptive challenges require new behaviors and cyclic change approaches. The document advocates prototyping changes, using collaborative processes like clusters and communities to generate solutions, and focusing on collective intelligence and shared learning to enable positive and sustainable organizational change.
This document outlines how using data can encourage a culture of inquiry and action in schools. It discusses key stakeholders in education and how their needs for data differ. Creating cycles of data-informed inquiry that involve collecting, analyzing, acting on, and learning from data can build a culture where all stakeholders participate in understanding problems and improving practices. The Data Wise process and establishing data teams are approaches to organizing this work and driving continuous improvement focused on student learning.
Working Out Loud: A step towards building your digital capabilityAnne Bartlett-Bragg
An article that uncovers some of the underpinning perspectives for creating Working Out Loud activities and how these can be a step towards building digital capabilities.
This article originally appeared in Training & Development magazine February 2016 Vol 43 No 1, published by the Australian Institute of Training and Development.
Digifest 2017 - Learning Analytics & Learning Design Patrick Lynch
- Patrick Lynch discusses learning analytics and emphasizes the importance of learning design. He argues that learning analytics cannot be used effectively without understanding the underlying learning design and that learning design needs learning analytics to validate itself.
- Lynch outlines his journey working with learning analytics since 2012 and describes how he uses analytics to inform course redesigns. He also discusses the need for learning design and analytics communities to work together to address the full lifecycle of curriculum development.
- At Hull University, Lynch advocates for design to be a recognized activity with clear goals that identify data collection methods up front and build knowledge through learning design patterns shown to work or not in specific contexts.
Tools for Distributed Collaborative Product Innovation (2009)Wolfgang Greller
The document discusses tools and strategies for collaborative innovation, including:
1) The idSpace project which aims to develop tools and training for distributed, collaborative product innovation.
2) Determinants of innovative thinking like leveraging existing knowledge and anticipating future needs.
3) Collaborative strategies from computer-supported collaborative learning (CSCL) like brainstorming, mind mapping, and the jigsaw technique.
4) The need for environments like idSpace that contain integrated toolsets to describe ideas, collaborate, and share resources with extensible pedagogical approaches.
Clustering and sequential pattern mining of online collaborative learning dat...Mumbai Academisc
The document discusses using data mining techniques like clustering and sequential pattern mining to analyze data from online collaborative learning groups. The goal is to develop "mirroring tools" that can provide groups and their facilitators with useful insights into aspects of the group's behavior that are associated with positive or negative outcomes. The study focuses on data from a senior software development project where student groups used a collaboration tool called TRAC. Patterns were identified that distinguished better performing groups from weaker ones, providing insights into success factors. Some key measures could be mined from early data, showing promise for advising groups and identifying effective and poor practices early enough for remediation.
1) The document discusses a study that examines the relationship between knowledge acquisition and strategic decision-making of managers in industrial companies.
2) The results showed that knowledge acquisition has a positive and significant effect on strategic decision-making, but not on non-strategic decision-making.
3) The document then provides background on knowledge acquisition, including its history, definition, process, strategies, techniques, benefits and validity.
An Analytical Study on Knowledge Sharing within the Organizationijcnes
The better management of knowledge within the organization will lead to improved innovation and competitive advantage. The main goal of the firm� better utilization of internal and external knowledge. This core knowledge is found in individuals, communities of interest and their connections. An organization�s data is found in its computer systems but a company�s intelligence is found, in its biological and social systems. Though it is acclaimed as a good method, there are some setbacks in the process of knowledge sharing[KS] among the employees. This paper explores the possible ways to establish organization using social computing tools to facilitate Knowledge Sharing and create a social data mining among all the members of organization. Social Data Mining Network Analysis (SDMNA) techniques have been used to study KS patterns which take place between employees and departments. This SDMNA graph reveals the structure of social data mining network highlighting connectivity, clustering and strength of relationships between employees.
Scenarios of everyday life can be incorporated in training programs to bring awarness about the need to follow business ethics and make the right decisions
This PowerPoint presentation was created for one of my graduate courses. The scenario was set in a large company with offices all over the US. Each office does their own training, which is delivered in “stand-up” or “hands-on” mode, and there is no collaboration. This has resulted in a lot of duplication of efforts, wasted resources and time. The access of material is limited as it is stored on the LAN. My task was to make knowledge management recommendations
It was submitted via email, thus no animations and a lot of the explanations are included as notes.
Taking the next step: Building Organisational Co-design CapabilityPenny Hagen
A presentation on building organisational co-design capability, shared as part of Master Class for Design 4 Social Innovation Conference in Sydney, 2014. http://design4socialinnovation.com.au/
For a little more context on the slides and the handout used as the basis for discussion in the MasterClass see: http://www.smallfire.co.nz/2014/10/22/building-organisational-co-design-capability/
Similar to Better Together: Exploring the Effects of Knowledge Application, Support for Innovation and Team Characteristics on Team Performance (20)
Ontology-based Standardization on Knowledge Exchange in Social Knowledge Mana...ARISTOTELE
The document proposes an ontology to foster knowledge exchange between social environments. It identifies seven major concepts needed, including knowledge objects, workers, activities, traces, bundles, and streams. An exemplary set of metadata elements is presented to describe knowledge activities. The proposed ontology allows integrating data from different applications and organizations in a standard way. Next steps include a technical proof of concept and elaborating how collected data can be used for knowledge management.
Enterprise Systems for Competence DevelopmentARISTOTELE
This document discusses an approach and method for developing competence in enterprise systems as well as some challenges. It presents a model for researching procedures to develop competence that involves approaching the topic, outlining a method, and identifying challenges.
Mapping Knowledge Activities with System Operations to Foster Information Sys...ARISTOTELE
The document summarizes a study that analyzed work processes from two European organizations to map how system operations relate to knowledge activities. The study found that selection, acquisition, and generation activities accounted for the majority (82%) of coded knowledge activities. While the study provided insights, its results have limitations due to the small sample size and scope. Overall, the document concludes that mapping system operations to knowledge activities is feasible and could help improve performance by recognizing patterns in tasks and activities.
Optimising allocation of knowledge workers to learning measures for competenc...ARISTOTELE
ARISTOTELE presentation at MKWI 2012 at the multi-conference information systems (MKWI), the traditional forum of the German speaking information systems community.
The conference features a track for employing ERP software in teaching. Learn more on http://www.aristotele-ip.eu/
ARISTOTELE presentation at the workshop "Informatics for enterprise processes"ARISTOTELE
During the workshop "Informatica per i processi d'impresa" ("Informatics for enterprise processes") a presentation about IWT - Intelligent Web Teacher (enabling technology of ARISTOTELE solution together with Share Point Server 2010), has been held by UNIMI. Learn more on http://www.aristotele-ip.eu/
The Innovation Engine for Team Building – The EU Aristotele Approach From Ope...ARISTOTELE
ARISTOTELE approach has been presented at the Innovation Adoption Forum for Industry and Public Sector within the 6th IEEE International Conference on Digital Ecosystem Technologies (IEEE DEST - CEE 2012). The presentation about ARISTOTELE has been held by Paolo Ceravolo and Ernesto Damiani (University of Milan) during the keynote "The Innovation Engine for Team Building – The EU Aristotele Approach". Learn more on http://www.aristotele-ip.eu/
Managing Semantic Models for representing Intangible Enterprise Assets: The A...ARISTOTELE
Managing Semantic Models for representing Intangible Enterprise Assets: The ARISTOTELE Project Software Architecture. Learn more on http://www.aristotele-ip.eu/
A Semantic Approach for Improving Competence Assessment in OrganizationsARISTOTELE
A presentation about ARISTOTELE project held during ICALT 2012, the annual international conference on Advanced Learning Technologies and Technology-enhanced Learning organized by IEEE Computer Society and IEEE Technical Committee on Learning Technology. Learn more on http://www.aristotele-ip.eu/
Design Principles for Competence-based Recommender SystemsARISTOTELE
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Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
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In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
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GraphSummit Singapore | The Art of the Possible with Graph - Q2 2024Neo4j
Neha Bajwa, Vice President of Product Marketing, Neo4j
Join us as we explore breakthrough innovations enabled by interconnected data and AI. Discover firsthand how organizations use relationships in data to uncover contextual insights and solve our most pressing challenges – from optimizing supply chains, detecting fraud, and improving customer experiences to accelerating drug discoveries.
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
Enchancing adoption of Open Source Libraries. A case study on Albumentations.AIVladimir Iglovikov, Ph.D.
Presented by Vladimir Iglovikov:
- https://www.linkedin.com/in/iglovikov/
- https://x.com/viglovikov
- https://www.instagram.com/ternaus/
This presentation delves into the journey of Albumentations.ai, a highly successful open-source library for data augmentation.
Created out of a necessity for superior performance in Kaggle competitions, Albumentations has grown to become a widely used tool among data scientists and machine learning practitioners.
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Development Practices: Best practices for creating, maintaining, and scaling open-source libraries, including code hygiene, CI/CD, and fast iteration.
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Key insights include the importance of automation, making the adoption process seamless, and leveraging offline interactions for marketing. The presentation also emphasizes the need for continuous small improvements and building a friendly, inclusive community that contributes to the project's growth.
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GitHub: https://github.com/albumentations-team/albumentations
Website: https://albumentations.ai/
LinkedIn: https://www.linkedin.com/company/100504475
Twitter: https://x.com/albumentations
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Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
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Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
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Better Together: Exploring the Effects of Knowledge Application, Support for Innovation and Team Characteristics on Team Performance
1. University of Innsbruck
School of Management
Information Systems
Better Together: Exploring the Effects of
Knowledge Application, Support for
Innovation and Team Characteristics on Team
Performance
46th HAWAII INTERNATIONAL CONFERENCE ON SYSTEM SCIENCES
Processes and Technologies for Small and Large Team
Collaboration
January 10, 2013, Wailea, Maui, Hawaii
Isabella Seeber, Gabriela Waldhart, Ronald Maier, Maximilian Hecht, Andreas
Kaschig, and Janez Hrastnik
2. HICSS 46 on January 10, 2013 - Better Together: ... - Isabella Seeber and Gabriela Waldhart 2
Agenda
What is the problem?
What are the results?
What do we conclude
and where do we go
from here?
How did we
investigate?
3. HICSS 46 on January 10, 2013 - Better Together: ... - Isabella Seeber and Gabriela Waldhart
What is the problem … (1/2)
3
Collaboration Research
support for collective working
Knowledge Management
flow of knowledge throughout the
organization
Innovation Management
levels of support and the quality of
innovation
4. HICSS 46 on January 10, 2013 - Better Together: ... - Isabella Seeber and Gabriela Waldhart
What is the problem … (2/2)
4
Knowledge
Management
Knowledge
Application
“the phase in which
existing knowledge is
brought to bear on the
problem at hand” [2]
H1: A higher level of
knowledge application in
teams affects team
performance positively.
Innovation
Management
Support for
Innovation
“the expectation, approval
and practical support of
attempts to introduce new
and improved ways of
doing things in the work
environment” [41]
Collaboration
Research
Task Non-Routineness
“the degree to which they [i.e.,
team members] perceived the
group’s problem to be non-
routine” [29]
IT support
Task Organization
Integration of Expertise
is understood as information
technology that is designed to
support the creation and storage
of knowledge as well as
communication, sharing and the
application of existing knowledge
among team members [10, 25].
“mechanistic coordination among
team members involving, e.g.,
role assignment, division of labor,
ground rules and routines” [14]
“synthesis of individually held
specialist expertise at the project
level” [39]
H2: A higher level of support
for innovation in teams
affects team performance
positively.
H3: A higher level of
<team characteristic>
affects team
performance positively.
Team
Performance
comprises the
achievement of goals and
objectives, as well as
staying on time and
working within budget [35]
5. HICSS 46 on January 10, 2013 - Better Together: ... - Isabella Seeber and Gabriela Waldhart
How did we investigate?
… mixed methods approach
QUANTITATIVE Study –
Knowledge intensive work in
collaborative teams
Online survey with 32 question
items to measure 7 factors on
seven-point Likert scale ranging
from 1 (strongly disagree) to 7
(strongly agree)
203 respondents from two
organizations
One-way and 2x2 factorial
ANOVAs
QUALITATIVE Study – Enablers,
barriers and solutions affecting
team performance
focus group interviews
structured with thinkLets
4x2 focus groups à 4
participants in two
organizations
narrative analysis to interpret
original voice and paper based
focus group output
7. HICSS 46 on January 10, 2013 - Better Together: ... - Isabella Seeber and Gabriela Waldhart
Effects of Knowledge Application
- Task Non-Routineness and IT-Support -
7
H1 (knowledge
application) supported
H3 (for task organization)
supported
8. HICSS 46 on January 10, 2013 - Better Together: ... - Isabella Seeber and Gabriela Waldhart
Effects of Support for Innovation
- with Task Organization and Integration of Expertise -
8
H2 (support for
innovation) supported
H3 (for task organization)
supported
9. HICSS 46 on January 10, 2013 - Better Together: ... - Isabella Seeber and Gabriela Waldhart
Focus Groups
9
10. HICSS 46 on January 10, 2013 - Better Together: ... - Isabella Seeber and Gabriela Waldhart
Recommendations from Focus Groups
Knowledge application
Provide reliable, solid, up-to-date, accessible and trustable knowledge.
Support formal learning for competence development.
Foster proficient leadership in terms of decision making, communication and
task management.
Support for innovation
Establish specified roles that monitor the market and support the adoption of
selected developments.
Provide an environment that challenges existing practices, products, or
services.
Promote creative abilities of employees.
Endorse going the extra mile.
10
11. HICSS 46 on January 10, 2013 - Better Together: ... - Isabella Seeber and Gabriela Waldhart
What do we conclude and where do we go from here?
positive effects of knowledge
application, support for innovation,
task organization and IT support
(partially) on team performance
organization can draw on
recommendations from (perceived)
high performing teams
11
continue the joint investigation of
team characteristics, knowledge
application and innovation
examine the potential adaptation of
IT-based and organizational measures
12. HICSS 46 on January 10, 2013 - Better Together: ... - Isabella Seeber and Gabriela Waldhart
Thank you for your attention!
Contact us: Isabella.Seeber@uibk.ac.at, Gabriela.Waldhart@uibk.ac.at
www.aristotele-ip.com
www.uibk.ac.at/iwi
13. HICSS 46 on January 10, 2013 - Better Together: ... - Isabella Seeber and Gabriela Waldhart
References
[2] Alavi, M., and Tiwana, A., "Knowledge Integration in Virtual Teams: The Potential Role of KMS",
Journal of the American Society for Information Science and Technology, 53(12), 2002, pp. 1029-1037.
[10] Choi, S.Y., Lee, H., and Yoo, Y., "The Impact of Information Technology and Transactive Memory
Systems on Knowledge Sharing, Application, and Team Performance: A Field Study", MIS Quarterly,
34(4), 2010, pp. 855-870.
[14] Espinosa, J.A., Cummings, J.N., and Pickering, C., "Time Separation, Coordination, and
Performance in Technical Teams", IEEE Transactions on Engineering Management, 59(1), 2012, pp. 91-
103.
[25] Lee, H., and Choi, B., "Knowledge Management Enablers, Processes, and Organizational
Performance: An Integrative View and Empirical Examination", Journal of Management Information
Systems, 20(1), 2003, pp. 179-228.
[29] Majchrzak, A., Malhotra, A., and John, R., "Perceived Individual Collaboration Know-How
Development through Information Technology Enabled Contextualization: Evidence from Distributed
Teams", Information Systems Research, 16(1), 2005, pp. 9-27.
[39] Tiwana, A., and Mclean, E.R., "Expertise Integration and Creativity in Information Systems
Development", Journal of Management Information Systems, 22(1), 2005, pp. 13-43.
[41] West, M.A., and Farr, J.L., Innovation and Creativity at Work: Psychological and Organizational
Strategies, John Wiley & Sons, 1990.
13
14. HICSS 46 on January 10, 2013 - Better Together: ... - Isabella Seeber and Gabriela Waldhart
Questionnaire Items
14
Construct
Cronbach’s
alphavalue
Min.correct-
editem-total
correlation
Items
Team
performanc
e
[35]
.812 .551 This team has been effective in reaching its goals in the past.
This team is currently meeting its business objectives.
This team is generally on time, when completing its work.
This team is generally within the budget, when completing its work.
Knowledge
application
[18]
.928 .688 This team has processes for applying knowledge learned from mistakes.
This team has processes for using knowledge to solve new problems.
This team matches sources of knowledge to problems and challenges.
This team uses knowledge to improve efficiency.
This team is able to locate and apply knowledge to changing competitive conditions.
Support for
innovation
[3]
.927 .730 This team is always moving toward the development of new answers
This team is readily available to assist in developing new ideas
This team is open and responsive to change
This team is always searching for fresh, new ways of looking at problems.
This team takes the time needed to develop new ideas
This team co-operates in order to help develop and apply new ideas.
This team provides and shares resources to help in the application of new ideas.
This team provides practical support for new ideas and their application.
Task
organization
[14]
.825 .628 In this team we assign roles for who was responsible for what
In this team we have substantial agreement on goals, strategies and processes.
In this team we distribute responsibilities so that we could work somewhat independently from each
other.
In this team we have established ground rules, routines and meeting schedules to facilitate our team.
Task non-
routineness
[29]
.851 .687 This team is dealing with a non-routine problem.
This team is using a non-routine process to address the problem.
This team is addressing questions that have never been asked in quite that form before.
Integration
of expertise
[39]
.894 .745 Members in this team synthesize and integrate their individual expertise at the project level.
Members in this team span several areas of expertise to develop shared project concepts.
Members in this team can clearly see how different pieces of this project fit together.
Members in this team competently blend new project-related knowledge with what they already
know.
IT support
[10]
.917 .779 This team is provided with IT support for collaborative work regardless of time and place.
This team is provided with IT support for communicating among team members.
This team is provided with IT support for searching and accessing necessary information.
This team is provided with IT support for systematic storing.