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A must read for all creatives who suffer that usual struggle with the initial part of the creative process: Brainstorming. Also for people interested to know how ideas are generated and how human mind responds to creativity challanges.
This is a short talk and workshop (30' + 90') to give a first introduction to design thinking. Gives theory foundation, notes a few different approaches, and then dives into one of them.
This presentation was first done at ImpactON / StartupChile evening in 2015.
December 2017 presentation covering: What is design thinking? What does it look like in practice? What are some case stories of design thinking being used in the real world? How can we use design thinking in our organization? Where can I learn more?
A fast-forward tour about Design Thinking by webkeyz.
How design thinking differs from scientific thinking? Why to use it? When to use it? And how design thinking can impact your life?
This presentation was given at a Design Thinking workshop as part of Philly Tech Week 2017. Topics covered include an intro to design thinking, a User Journey mapping activity, and a Team Design Challenge.
Strategic Thinking is critical to all aspects of planning, budgeting, and policy development and analysis in private, nonprofit, and government organizations of all sizes. This brief overview contains the 12 critical components of Strategic Thinking and comparisons with conventional ideas.
A must read for all creatives who suffer that usual struggle with the initial part of the creative process: Brainstorming. Also for people interested to know how ideas are generated and how human mind responds to creativity challanges.
This is a short talk and workshop (30' + 90') to give a first introduction to design thinking. Gives theory foundation, notes a few different approaches, and then dives into one of them.
This presentation was first done at ImpactON / StartupChile evening in 2015.
December 2017 presentation covering: What is design thinking? What does it look like in practice? What are some case stories of design thinking being used in the real world? How can we use design thinking in our organization? Where can I learn more?
A fast-forward tour about Design Thinking by webkeyz.
How design thinking differs from scientific thinking? Why to use it? When to use it? And how design thinking can impact your life?
This presentation was given at a Design Thinking workshop as part of Philly Tech Week 2017. Topics covered include an intro to design thinking, a User Journey mapping activity, and a Team Design Challenge.
Strategic Thinking is critical to all aspects of planning, budgeting, and policy development and analysis in private, nonprofit, and government organizations of all sizes. This brief overview contains the 12 critical components of Strategic Thinking and comparisons with conventional ideas.
What is thinking and difference between thinking and critical thinking, Characteristics, How critical thinking can be used for problem solving and the steps included, Attitude of Critical thinkers.
From www.keirsey.com Temperament is a configu.docxmayank272369
From: www.keirsey.com
Temperament is a configuration of observable personality traits, such as habits of
communication, patterns of action, and sets of characteristic attitudes, values, and
talents. It also encompasses personal needs, the kinds of contributions that
individuals make in the workplace, and the roles they play in society. Dr. David
Keirsey has identified mankind's four basic temperaments as the Artisan, the
Guardian, the Rational, and the Idealist.
Each temperament has its own unique qualities and shortcomings, strengths and
challenges. What accounts for these differences? To use the idea of Temperament
most effectively, it is important to understand that the four temperaments are not
simply arbitrary collections of characteristics, but spring from an interaction of the
two basic dimensions of human behavior: our communication and our action, our
words and our deeds, or, simply, what we say and what we do.
Communication: Concrete vs. Abstract
First, people naturally think and talk about what they are interested in, and if you
listen carefully to people's conversations, you find two broad but distinct areas of
subject matter.
Some people talk primarily about the external, concrete world of everyday reality:
facts and figures, work and play, home and family, news, sports and weather -- all
the who-what-when-where-and how much's of life.
Other people talk primarily about the internal, abstract world of ideas: theories and
conjectures, dreams and philosophies, beliefs and fantasies --all the why's, if's, and
what-might-be's of life.
At times, of course, everyone addresses both sorts of topics, but in their daily lives,
and for the most part, Concrete people talk about reality, while Abstract people
talk about ideas.
Action: Utilitarian vs. Cooperative
Second, at every turn people are trying to accomplish their goals, and if you watch
closely how people go about their business, you see that there are two
fundamentally opposite types of action.
Some people act primarily in a utilitarian or pragmatic manner, that is, they do what
gets results, what achieves their objectives as effectively or efficiently as possible,
and only afterwards do they check to see if they are observing the rules or going
through proper channels.
Other people act primarily in a cooperative or socially acceptable manner, that is,
they try to do the right thing, in keeping with agreed upon social rules, conventions,
and codes of conduct, and only later do they concern themselves with the
effectiveness of their actions.
These two ways of acting can overlap, certainly, but as they lead their lives,
Utilitarian people instinctively, and for the most part, do what works, while
Cooperative people do what's right.
The Four Temperaments
• As Concrete Cooperators, Guardians speak mostly of their duties and
responsibilities, of what they can keep an eye on and take good care of, and
they're careful to obey t ...
Empowering Agile Self-Organized Teams with Design ThinkingC4Media
Video and slides synchronized, mp3 and slide download available at URL https://bit.ly/2EyA2RM.
William Evans covers the key principles and practices of design thinking and how it can be leveraged by agile teams to collaboratively test new options and create new value. He presents a case study of how an infrastructure engineering team learned the key practices of design thinking to reduce the lead time for delivering services and systems. Filmed at qconnewyork.com.
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Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
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The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
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The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
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Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
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Digital Tools and AI for Teaching Learning and Research
Creativity and strategic thinking
1.
2. *
*the ability to transcend traditional ideas, rules,
patterns, relationships, or the like, and to
create meaningful new ideas, forms, methods,
interpretations, etc.; originality,
progressiveness, or imagination:
3. *
*creativity involves transforming your
ideas, imagination, and dreams into reality
*Creativity is the ability to transcend traditional
ways of thinking or acting, and to develop new
and original ideas, methods or objects.
*According to George Land’s Creativity Test,
young children are creative geniuses, and
become less creative as they age. ?
4. *
*Creativity is defined as the tendency to
generate or recognize ideas, alternatives, or
possibilities that may be useful in solving
problems, communicating with others, and
entertaining ourselves and others
*Robert E. Franken
5. *
*“Seeing the intersection of seemingly
unrelated topics and combining them into
something new.” – Brian Clark
*“Starting with nothing and ending up with
something. Interpreting something you saw or
experienced and processing it so it comes out
different than how it went in .” – Henry Rollins
6. *
• need for novel, varied, and complex stimulation
• need to communicate ideas and values
• need to solve problems
7. *
* Creative individuals have a great deal of energy, but they are also often
quiet and at rest.
* Creative individuals tend to be smart, yet also naive at the same time.
* Creative individuals have a combination of playfulness and discipline, or
responsibility and irresponsibility.
* Creative individuals alternate between imagination and fantasy ant one end,
and rooted sense of reality at the other.
* Creative people seem to harbor opposite tendencies on the continuum
between extroversion and introversion.
* Creative individuals are also remarkable humble and proud at the same
time.
* Creative individuals to a certain extent escape rigid gender role stereotyping
and have a tendency toward androgyny.
* Generally, creative people are thought to be rebellious and independent.
* Most creative persons are very passionate about their work, yet they can be
extremely objective about it as well.
* The openness and sensitivity of creative individuals often exposes them to
suffering pain yet also a great deal of enjoyment.
8. *Creativity is a type of intelligence
*Intelligence is a type of creativity
*Creativity and intelligence are overlapping
constructs (they have some traits in common)
*Creativity and intelligence are part of the same
construct (they’re basically the same thing)
*Creativity and intelligence are distinct constructs
(there is no relationship between them)
* Sternberg and O’Hara ,1999
9. *Creativity is a vitally important facet to human
development.
*Creativity can be deployed anywhere
*smartphone, creativity applies to more than
just a student sitting in an art class
*Creativity drives us to not only create but to
innovate
10.
11.
12.
13. *
*"the science and art of employing the
political, economic, psychological,
and military forces of a nation to
afford the maximum support to
adopted policies."
14. *
*"Strategic thinking" is not merely
thinking about strategy. It is a
process in which key, significant
issues are considered in a
comprehensive, special way. It
involves recognizing and
concentrating on issues and events
that are of core importance.
15. *
*Strategic thinking is a process that defines the
manner in which people think about, assess,
view, and create the future for themselves and
others
*strategic thinking is simply an intentional and
rational thought process that focuses on the
analysis of critical factors and variables that
will influence the long-term success of a
business, a team, or an individual.
16. *
*the ability to clearly define the objectives and
develop a strategic action plan with each
objective broken down into tasks and each task
having a list of needed resources and a specific
timeline.
*the ability to balance the tremendous amount
of creativity with a sense of realism and
honesty about what is achievable in the longer
term
17. *
*The Amazon Effect
*Amazon took the shopping process and
turned it upside down. Not only does the
company offer products at competitive
prices, but it also altered the way people
view online buying. Sunday delivery and
drone drop-offs are innovative ways to give
consumers an enhanced positive online
shopping experience.
18. *
*Identifying & focusing on important issues
*Selecting key, relevant information
*Recognizing systemic properties (linkages,
interactions, and patterns)
*Understanding through:
*Distinguishing causes from effects or symptoms
*Clarifying (often tacit) underlying assumptions.
*Considering the issue or situation in its larger
context
*Maintaining a long-term view
19. *
*Appreciating implications & consequences
*Generating alternatives & evaluating
objectively (where applicable)
*Integrating logical, rational thinking with
creative, generative, divergent thinking
*Remaining flexible
*Acting in the face of emotional discomfort
*--Rex C. Mitchell
20. *
*1) tools for analysis
*2) strategic purpose
*3) values
*4) vision
*5) key goals and
*6) action planning
21.
22. Tools for analysis
*There are a number of different tools used for analysis in strategic
conversations. The most common is the SWOT analysis (Strengths,
Weaknesses, Opportunities, and Threats). A SWOT analysis is a
helpful way for a team to begin (or continue) the conversation
about what’s working and what’s not working as well as what
potentially exciting or concerning things are happening that we
need to consider as we plan for the future.
Strategic purpose/mission
*In their book, Retreats That Work, Sheila Campbell and Merianne
Liteman describe strategic purpose as the “heart of blueprints for
the future.” We will often describe strategic purpose as clear
understanding of why we exist and why that’s important. It is also
described as a team’s essential reason for existence. When
everyone on a team or in an organization understands the essential
reason for existence, the hundreds of daily decisions about work to
be done— that must be made in a complex organization—are
informed and guided by that common purpose. Without clarity
around shared purpose, however, priorities are typically chosen
based on individual/personal criteria or in response to crisis.
23. Values
*As Peter Drucker stated, “Culture eats strategy for breakfast.” If
your culture doesn’t work, your strategy can’t work. Values
reflect the culture of an organization. More importantly, clarity
regarding values allows the organization to tap into those values
to foster a culture that supports its purpose and vision, rather
than one that undermines them. Teams can engage in a process
that clarifies organizational values and use these as a basis of
practices that strengthen team interactions and culture.
Vision
*Vision identifies the direction of the department. It answers the
question—“If we consistently fulfilled our purpose with
excellence, what would that look like?” Vision creates a
compelling picture of the team’s or organization’s future. Teams
(and team members) are more effective when they know where
they are headed—inspired by a clear, challenging, and meaningful
vision. An effective departmental vision can frame the work that
is done on a daily basis and help the members of the team move
in a common direction
24. Key goals
*“What must we accomplish to move toward the fulfillment of our
vision?” A fundamental component of any strategic process is to identify
those priorities that will move the team forward. Key goals play the
vital role of connecting the team’s ongoing work with the broader
purpose and vision because they help define where the team is going in
specific, actionable ways.
Action planning
*A great strategy alone does not ensure success—but the effective
implementation of a great strategy does. Oftentimes, strategic thinking
and planning processes fail because leaders did not take the time to
identify “who would do what by when.” Action planning clarifies the
ways in which our daily work will help move the goals forward. In his
book, Collaborative Strategic Planning, Pat Sanaghan provides some
helpful prompts to frame the action planning. These include: goal
statement, description of what success would look like, three important
steps toward implementing the goal, resources needed, who needs to be
involved in the successful implementation of the three important steps,
suggested champion or owner for the goal, and potential challenges or
hurdles.
25. *
*Prioritize tasks. Go over tasks, decide which ones can
wait, and brainstorm ideas that can contribute to the
success of the organisation. Always action those task that
will provide the greatest benefits today, and leave lesser
tasks for tomorrow. Ask yourself, “what is the one task I
can do today that will leverage the most benefit?”
*Be aware of bias. Everyone has biases. Take charge of
your mind by critically examining your thoughts and
questioning them. Do you hold them because they are
logical or because they’ve served you well in the past?
Admitting to some flawed thinking does not diminish your
ability to do your job. On the contrary: you are now
thinking strategically.
26. *
*Improve listening skills. Once you accept that your beliefs may
contain flaws and how to overcome them, the next step is to
improve your listening skills. Talk to your co-workers, employees
and broader network and let their perspectives teach you new
ways of thinking. Maintain an open mind, be receptive to
feedback, and evaluate everything you hear.
*Hone questioning skills. Strategic thinking requires you to
question everything you see or are told. This is not the same as
being cynical: you’re collecting and weighing facts, not
dismissing ideas or traditions. Ask if an idea is rational, with a
credible source and any proof to support its value. Taking time
to question something and understand why it is being proposed.
27. *
*Understand the consequences. All decisions
have consequences. After listening to ideas and
points of view, carefully consider the potential
impact of each one. What are its pros and
cons? Which one is most likely to help the
organization meet its goals? This step will help
you make an informed decision, and over time,
making the strategic choice will come
naturally.