Poster created for Leadership for Tomorrow, The Ohio State University.
Authors are Anne Mims Adrian, Rhonda Conlon, Kevin Gamble, Beth Raney, and Jerry Thomas
The document outlines various process skills related to information processing, problem solving, teamwork, personal skills, and critical thinking. Some key skills listed include observing, listening, estimating, problem solving, managing challenges, collaboration, communication, critical thinking, and personal development skills like self-esteem and self-evaluation. The document provides a comprehensive overview of important soft skills for processing information, working with others, and developing critical thinking abilities.
Organisational Problem Solving & InnovationCory Banks
This document discusses organizational innovation and problem solving. It introduces concepts like knowledge, information, change management, business process reengineering, IT capabilities, and quality. It discusses strategies around capturing lessons learned, risk management, and decision making. It also discusses principles of collaborative problem solving and considering different perspectives. Finally, it provides some tools and techniques for divergent and convergent thinking including using user centered design and finding early adopters.
This document discusses a study examining how the mode of data collection can affect survey measurement. It presents guidelines from the US Census Bureau for designing questionnaires consistently across modes, while allowing for some necessary differences. The study aims to identify which survey questions are most at risk of mode effects and provide practical advice for improving question portability. An experimental design was used comparing different question formats like visual layout in web vs phone/in-person surveys. Results will shed light on the role of visual/aural stimuli, interviewers, and mode-specific question formats in producing measurement differences across modes.
Decision-making is usually a secondary topic in psychology, relegated to the last chapters of textbooks. Most of the time these chapters acknowledge the failure of the “homo economicus” model and propose to understand human irrationality as the product of heuristic and biases, which may be rational under certain environmental conditions. Psychology pictures decision-making as a deliberative task, studied by multiple-choice tests using the traditional paper and pen method. Psychological research on decision-making assumes that the subjects’ competence in probabilistic reasoning – as revealed by these tests – is a good description of their decision-making capacities. This conception takes for granted (1) that the process of reasoning about action is identical to the process of decision-making and (2) that psychology documents either human failures to comply with rational-choice standards or how mental mechanisms are ecologically rational. In this talk, I argue that decision neuroscience (“neuroeconomics”) may suggest another approach for the study and the nature of decision-making. Research in this field show that information processing in decision is affective, embodied and prosocial: Evolutionary older neural structures, such as the limbic system or dopaminergic neurons, are highly involved in subjective risk and certainty assessment; somatosensory information is integrated in prefrontal areas and helps evaluating choices; In games where players may adopt fair or unfair attitudes, the first ones tend to be more frequent and the second ones elicit emotionally negative reaction.
Moreover, I suggest (against bounded rationality) that these mechanisms achieve near-optimality in social decision-making and (against ecological rationality) that this optimality is not fitness-enhancing. Consequently, I argue that the study of decision-making should be construed as an investigation into “natural rationality” (the mechanisms by which cognitive agents make decisions) and that decision-making should be a central concern for psychology.
The document lists and describes various research methods that can be used for different purposes:
1. Methods like interviews, focus groups, and observation are listed for gathering information through direct engagement with users.
2. Psychological techniques like Q-sort, attitudes scales, and projective techniques are described for understanding user impressions, reputation, identity.
3. Contextual inquiry, participatory observation, and usability testing methods are provided for problem analysis, specification, and formative evaluation.
4. Impact evaluation, outcome evaluation, content analysis are briefly mentioned as additional evaluation approaches.
How do you make a choice when possible solutions vary? How do you behave in an extraordinary situation? How do you structure complex activities?
All these situations incorporate environment and context exploration along with feasibility assessment. They call it sensemaking.
This webinar is dedicated to Cynefin sensemaking framework and it’s real life usage examples in different aspects of Agile activities.
During the webinar we will cover:
* Cynefin sensemaking framework (domains, expected behaviors)
* Using Cynefin framework for splitting User Stories
* Using Cynefin framework on retrospectives
* Using Cynefin framework for collaboration with company environment
The document outlines various process skills related to information processing, problem solving, teamwork, personal skills, and critical thinking. Some key skills listed include observing, listening, estimating, problem solving, managing challenges, collaboration, communication, critical thinking, and personal development skills like self-esteem and self-evaluation. The document provides a comprehensive overview of important soft skills for processing information, working with others, and developing critical thinking abilities.
Organisational Problem Solving & InnovationCory Banks
This document discusses organizational innovation and problem solving. It introduces concepts like knowledge, information, change management, business process reengineering, IT capabilities, and quality. It discusses strategies around capturing lessons learned, risk management, and decision making. It also discusses principles of collaborative problem solving and considering different perspectives. Finally, it provides some tools and techniques for divergent and convergent thinking including using user centered design and finding early adopters.
This document discusses a study examining how the mode of data collection can affect survey measurement. It presents guidelines from the US Census Bureau for designing questionnaires consistently across modes, while allowing for some necessary differences. The study aims to identify which survey questions are most at risk of mode effects and provide practical advice for improving question portability. An experimental design was used comparing different question formats like visual layout in web vs phone/in-person surveys. Results will shed light on the role of visual/aural stimuli, interviewers, and mode-specific question formats in producing measurement differences across modes.
Decision-making is usually a secondary topic in psychology, relegated to the last chapters of textbooks. Most of the time these chapters acknowledge the failure of the “homo economicus” model and propose to understand human irrationality as the product of heuristic and biases, which may be rational under certain environmental conditions. Psychology pictures decision-making as a deliberative task, studied by multiple-choice tests using the traditional paper and pen method. Psychological research on decision-making assumes that the subjects’ competence in probabilistic reasoning – as revealed by these tests – is a good description of their decision-making capacities. This conception takes for granted (1) that the process of reasoning about action is identical to the process of decision-making and (2) that psychology documents either human failures to comply with rational-choice standards or how mental mechanisms are ecologically rational. In this talk, I argue that decision neuroscience (“neuroeconomics”) may suggest another approach for the study and the nature of decision-making. Research in this field show that information processing in decision is affective, embodied and prosocial: Evolutionary older neural structures, such as the limbic system or dopaminergic neurons, are highly involved in subjective risk and certainty assessment; somatosensory information is integrated in prefrontal areas and helps evaluating choices; In games where players may adopt fair or unfair attitudes, the first ones tend to be more frequent and the second ones elicit emotionally negative reaction.
Moreover, I suggest (against bounded rationality) that these mechanisms achieve near-optimality in social decision-making and (against ecological rationality) that this optimality is not fitness-enhancing. Consequently, I argue that the study of decision-making should be construed as an investigation into “natural rationality” (the mechanisms by which cognitive agents make decisions) and that decision-making should be a central concern for psychology.
The document lists and describes various research methods that can be used for different purposes:
1. Methods like interviews, focus groups, and observation are listed for gathering information through direct engagement with users.
2. Psychological techniques like Q-sort, attitudes scales, and projective techniques are described for understanding user impressions, reputation, identity.
3. Contextual inquiry, participatory observation, and usability testing methods are provided for problem analysis, specification, and formative evaluation.
4. Impact evaluation, outcome evaluation, content analysis are briefly mentioned as additional evaluation approaches.
How do you make a choice when possible solutions vary? How do you behave in an extraordinary situation? How do you structure complex activities?
All these situations incorporate environment and context exploration along with feasibility assessment. They call it sensemaking.
This webinar is dedicated to Cynefin sensemaking framework and it’s real life usage examples in different aspects of Agile activities.
During the webinar we will cover:
* Cynefin sensemaking framework (domains, expected behaviors)
* Using Cynefin framework for splitting User Stories
* Using Cynefin framework on retrospectives
* Using Cynefin framework for collaboration with company environment
slides from a daylong leadership retreat facilitated by joe gerstandt focused on cognitive diversity, innovation and decision making
joegerstandt.com
@joegerstandt
The role of systems analysis in co-learning. Walter RossingJoanna Hicks
Systems analysis can play different roles in addressing problems depending on the type of problem and level of agreement. Co-learning through boundary work between science and decision-making can help address "messy" problems with many stakeholders. Effective strategies for co-learning include meaningful participation in setting the research agenda, arrangements for accountability, and producing boundary objects that can be understood from different perspectives. Challenges for systems science include meeting requirements for credible, salient and legitimate knowledge while accommodating multiple disciplines and stakeholders.
The document discusses decision making as the essence of a manager's job. It outlines the 8 step decision making process that managers should follow, including identifying problems, criteria, alternatives, and evaluating outcomes. Decision making involves both rational and bounded rational approaches. Intuition also plays a role by complementing rational analysis. Managers must make both programmed and non-programmed decisions depending on how structured the problem is. Decisions can occur under conditions of certainty, risk or uncertainty.
This document provides a summary of critical thinking concepts and tools in a condensed "mini-guide" format. It explains that critical thinking involves analyzing and evaluating thinking to improve it. The guide then outlines key elements of thought, intellectual standards, levels of thinking, and traits of a critical thinker. It is intended to be used as a supplement by both students and faculty to enhance critical thinking in any subject area.
This document provides an overview of employee engagement from an evidence-based management perspective. It discusses the rise of employee engagement in practice and explores some key questions about what engagement means, how it can be measured, whether it predicts important outcomes, and if/how it can be improved. However, the document finds there is little high-quality evidence available to answer these important practical questions about engagement. It cautions that management fads and biases can influence practices more than evidence, and highlights the need for more rigorous research on engagement.
Dave snowden practice without sound theory will not scaleAGILEMinds
This document discusses complexity theory and its application to organizational management. It argues that traditional systems thinking has limitations and a new approach is needed that is informed by complexity science and cognitive science. It presents key concepts from complexity theory like emergence and phase transitions. It also emphasizes the importance of narratives, rituals, and networks between groups.
The document discusses cognitive diversity and its benefits for decision making and innovation. It notes that teams with greater diversity of knowledge, beliefs, and perspectives introduce more innovations. The document then provides information on cognitive styles and perspectives, heuristics, and equifinality and how embracing these can enhance problem solving and creativity.
This document provides a summary of key concepts in critical thinking. It explains that critical thinking involves carefully analyzing and evaluating one's own thinking and the thinking of others to improve reasoning. The document then outlines some of the main elements of thought, such as purpose, question at issue, and assumptions. It also lists some universal intellectual standards for reasoning clearly, accurately, precisely, deeply, broadly, and fairly. The goal is to help readers develop skills to think and reason in a more rigorous, self-aware manner.
This document discusses diversity and inclusion. It defines diversity as difference that takes many forms, including identity diversity and cognitive diversity. Cognitive diversity refers to differences in how people think and solve problems. The document emphasizes that diversity can lead to both better and worse group performance depending on how it is managed. It provides tips for doing inclusion, such as listening actively and conveying an invitation to participate.
This document discusses engaging with organizations through three perspectives - doing stuff, thinking stuff, and feeling stuff. It addresses basic needs like belonging, safety, being heard, and having a role. It also discusses needs related to power, attention, envy, fear, and revenge. The document outlines a basic organization structure with people in roles. It presents different ways of playing the role of project manager on a continuum from expert to partner. It also discusses openness in conversations and a project management lifecycle of scouting, entry, diagnose, plan, intervene, evaluate, and disengage or recontract.
Encoding & decoding Situations: Presentation to Division of Occupational Psyc...Michael Burnett
Simulation-based assessment can be enriched using cognitive models of how to represent and deal with situations.
Two innovations are used in a low fidelity simulation:
• Measures of performance including accuracy of situational comprehension and memory to complement situational judgement and encoding;
• Design of situation event structures to elicit and help categorise biases in the way situations are judged and remembered.
The results show how pre-existing traits influence, but do not determine, response selection and biases in the interpretation of what happened in a situation.
Diversity and inclusion lead to innovation. When groups have diverse cognitive perspectives, they are able to introduce more innovations. Exposure to minority dissent stimulates divergent thinking and helps groups consider problems from more perspectives to find more correct solutions. While disagreement can lead to dysfunction if not handled properly, when managed constructively through techniques like agreeing to disagree, explicit agreements, empathy, and meta-conversations, it allows groups to achieve high interaction with both high and low differences, leading to learning, growth, self-organization, and innovation.
This document discusses the importance of cognitive diversity for effective decision making and problem solving. It notes that teams with greater diversity of training, experience, and perspectives tend to be more innovative. The document also discusses cognitive styles, heuristics, perspectives, and maintaining an openness to different ways of thinking through concepts like equifinality. Maintaining interaction and differences in a constructive manner can lead to learning while too much difference can cause stress.
The document discusses perception and how it influences behavior. It defines perception as how individuals organize and interpret sensory impressions to make meaning of their environment. People's behavior is based on their perception rather than objective reality. Several factors can influence perception, including selective perception, halo effects, contrast effects, projection, and stereotyping. The perceptual process involves selecting information from the environment, organizing it, and interpreting it to form outputs.
This chapter discusses perception and individual decision making. It defines perception as how individuals organize and interpret sensory impressions to make meaning of their environment. People's behavior is based on their perceptions, not objective reality. The chapter also examines factors that influence perception, such as attribution theory and biases. It then discusses the rational decision making model and how decisions are actually made, noting limitations like bounded rationality. Common biases in decision making are explored, along with ways to potentially improve the decision making process.
This document provides an overview of critical thinking, situation awareness, and decision making. It discusses threat and error management and how critical thinking, situation awareness, and decision making are essential processes in TEM. The document covers topics like gathering data, understanding information, planning ahead, assessing risks, and making choices to control thinking and improve safety. It emphasizes controlling biases, seeking multiple perspectives, and continuously learning to enhance expertise.
This chapter discusses the methodology for policy analysis. The analyst's basic procedure is to: 1) help the decision-maker determine their objectives, 2) search for possible alternatives to meet the objectives, 3) determine the consequences of each alternative, and 4) rank the alternatives according to the decision-maker's criteria. While this framework provides guidance, applying analysis to policy problems remains an art. Successful analysis requires continuous refinement of the problem formulation, alternatives considered, and models used to predict outcomes.
Study of Open Data in PUSH UniversitiesAnne Adrian
The document summarizes a study conducted by PUSH and GODAN on open data policies at 99 PUSH universities. Some key findings were that only 15 universities had open access policies, none had specific open data policies, and open data sharing was driven more by funder requirements. Recommendations included for universities to define data ownership, involve faculty in policy creation, and have administrative support. Recommendations for funders/universities included facilitating conversations between the two, developing agreements that address challenges, and agreeing on standards and protocols.
Presidents United to Solve Hunger (PUSH) and Open Data a PUSH UniversitiesAnne Adrian
An international consortium of over 100 university presidents from five continents called Presidents United to Solve Hunger (PUSH) aims to end hunger and poverty through research, education, student engagement and outreach. A recent study assessed the open access and open data policies of 99 PUSH universities and found that while 15 have open access policies, none have open data policies. The study identified benefits and concerns of open data, and provided recommendations for universities to develop open data policies and infrastructure to support open data practices. These recommendations include communicating benefits, aligning policies with funder expectations, improving faculty compliance, refining policies, and creating infrastructure.
slides from a daylong leadership retreat facilitated by joe gerstandt focused on cognitive diversity, innovation and decision making
joegerstandt.com
@joegerstandt
The role of systems analysis in co-learning. Walter RossingJoanna Hicks
Systems analysis can play different roles in addressing problems depending on the type of problem and level of agreement. Co-learning through boundary work between science and decision-making can help address "messy" problems with many stakeholders. Effective strategies for co-learning include meaningful participation in setting the research agenda, arrangements for accountability, and producing boundary objects that can be understood from different perspectives. Challenges for systems science include meeting requirements for credible, salient and legitimate knowledge while accommodating multiple disciplines and stakeholders.
The document discusses decision making as the essence of a manager's job. It outlines the 8 step decision making process that managers should follow, including identifying problems, criteria, alternatives, and evaluating outcomes. Decision making involves both rational and bounded rational approaches. Intuition also plays a role by complementing rational analysis. Managers must make both programmed and non-programmed decisions depending on how structured the problem is. Decisions can occur under conditions of certainty, risk or uncertainty.
This document provides a summary of critical thinking concepts and tools in a condensed "mini-guide" format. It explains that critical thinking involves analyzing and evaluating thinking to improve it. The guide then outlines key elements of thought, intellectual standards, levels of thinking, and traits of a critical thinker. It is intended to be used as a supplement by both students and faculty to enhance critical thinking in any subject area.
This document provides an overview of employee engagement from an evidence-based management perspective. It discusses the rise of employee engagement in practice and explores some key questions about what engagement means, how it can be measured, whether it predicts important outcomes, and if/how it can be improved. However, the document finds there is little high-quality evidence available to answer these important practical questions about engagement. It cautions that management fads and biases can influence practices more than evidence, and highlights the need for more rigorous research on engagement.
Dave snowden practice without sound theory will not scaleAGILEMinds
This document discusses complexity theory and its application to organizational management. It argues that traditional systems thinking has limitations and a new approach is needed that is informed by complexity science and cognitive science. It presents key concepts from complexity theory like emergence and phase transitions. It also emphasizes the importance of narratives, rituals, and networks between groups.
The document discusses cognitive diversity and its benefits for decision making and innovation. It notes that teams with greater diversity of knowledge, beliefs, and perspectives introduce more innovations. The document then provides information on cognitive styles and perspectives, heuristics, and equifinality and how embracing these can enhance problem solving and creativity.
This document provides a summary of key concepts in critical thinking. It explains that critical thinking involves carefully analyzing and evaluating one's own thinking and the thinking of others to improve reasoning. The document then outlines some of the main elements of thought, such as purpose, question at issue, and assumptions. It also lists some universal intellectual standards for reasoning clearly, accurately, precisely, deeply, broadly, and fairly. The goal is to help readers develop skills to think and reason in a more rigorous, self-aware manner.
This document discusses diversity and inclusion. It defines diversity as difference that takes many forms, including identity diversity and cognitive diversity. Cognitive diversity refers to differences in how people think and solve problems. The document emphasizes that diversity can lead to both better and worse group performance depending on how it is managed. It provides tips for doing inclusion, such as listening actively and conveying an invitation to participate.
This document discusses engaging with organizations through three perspectives - doing stuff, thinking stuff, and feeling stuff. It addresses basic needs like belonging, safety, being heard, and having a role. It also discusses needs related to power, attention, envy, fear, and revenge. The document outlines a basic organization structure with people in roles. It presents different ways of playing the role of project manager on a continuum from expert to partner. It also discusses openness in conversations and a project management lifecycle of scouting, entry, diagnose, plan, intervene, evaluate, and disengage or recontract.
Encoding & decoding Situations: Presentation to Division of Occupational Psyc...Michael Burnett
Simulation-based assessment can be enriched using cognitive models of how to represent and deal with situations.
Two innovations are used in a low fidelity simulation:
• Measures of performance including accuracy of situational comprehension and memory to complement situational judgement and encoding;
• Design of situation event structures to elicit and help categorise biases in the way situations are judged and remembered.
The results show how pre-existing traits influence, but do not determine, response selection and biases in the interpretation of what happened in a situation.
Diversity and inclusion lead to innovation. When groups have diverse cognitive perspectives, they are able to introduce more innovations. Exposure to minority dissent stimulates divergent thinking and helps groups consider problems from more perspectives to find more correct solutions. While disagreement can lead to dysfunction if not handled properly, when managed constructively through techniques like agreeing to disagree, explicit agreements, empathy, and meta-conversations, it allows groups to achieve high interaction with both high and low differences, leading to learning, growth, self-organization, and innovation.
This document discusses the importance of cognitive diversity for effective decision making and problem solving. It notes that teams with greater diversity of training, experience, and perspectives tend to be more innovative. The document also discusses cognitive styles, heuristics, perspectives, and maintaining an openness to different ways of thinking through concepts like equifinality. Maintaining interaction and differences in a constructive manner can lead to learning while too much difference can cause stress.
The document discusses perception and how it influences behavior. It defines perception as how individuals organize and interpret sensory impressions to make meaning of their environment. People's behavior is based on their perception rather than objective reality. Several factors can influence perception, including selective perception, halo effects, contrast effects, projection, and stereotyping. The perceptual process involves selecting information from the environment, organizing it, and interpreting it to form outputs.
This chapter discusses perception and individual decision making. It defines perception as how individuals organize and interpret sensory impressions to make meaning of their environment. People's behavior is based on their perceptions, not objective reality. The chapter also examines factors that influence perception, such as attribution theory and biases. It then discusses the rational decision making model and how decisions are actually made, noting limitations like bounded rationality. Common biases in decision making are explored, along with ways to potentially improve the decision making process.
This document provides an overview of critical thinking, situation awareness, and decision making. It discusses threat and error management and how critical thinking, situation awareness, and decision making are essential processes in TEM. The document covers topics like gathering data, understanding information, planning ahead, assessing risks, and making choices to control thinking and improve safety. It emphasizes controlling biases, seeking multiple perspectives, and continuously learning to enhance expertise.
This chapter discusses the methodology for policy analysis. The analyst's basic procedure is to: 1) help the decision-maker determine their objectives, 2) search for possible alternatives to meet the objectives, 3) determine the consequences of each alternative, and 4) rank the alternatives according to the decision-maker's criteria. While this framework provides guidance, applying analysis to policy problems remains an art. Successful analysis requires continuous refinement of the problem formulation, alternatives considered, and models used to predict outcomes.
Study of Open Data in PUSH UniversitiesAnne Adrian
The document summarizes a study conducted by PUSH and GODAN on open data policies at 99 PUSH universities. Some key findings were that only 15 universities had open access policies, none had specific open data policies, and open data sharing was driven more by funder requirements. Recommendations included for universities to define data ownership, involve faculty in policy creation, and have administrative support. Recommendations for funders/universities included facilitating conversations between the two, developing agreements that address challenges, and agreeing on standards and protocols.
Presidents United to Solve Hunger (PUSH) and Open Data a PUSH UniversitiesAnne Adrian
An international consortium of over 100 university presidents from five continents called Presidents United to Solve Hunger (PUSH) aims to end hunger and poverty through research, education, student engagement and outreach. A recent study assessed the open access and open data policies of 99 PUSH universities and found that while 15 have open access policies, none have open data policies. The study identified benefits and concerns of open data, and provided recommendations for universities to develop open data policies and infrastructure to support open data practices. These recommendations include communicating benefits, aligning policies with funder expectations, improving faculty compliance, refining policies, and creating infrastructure.
University of Georgia Cooperative Extension Winter School 2016: From Innovati...Anne Adrian
The document outlines the new structure and focus of eXtension, now called i-Three. It has a member-based model with premium and basic member institutions governed by a Board of Directors. i-Three will increase the effectiveness of Cooperative Extension Service (CES) professionals through an Issue Corps, Innovation Lab, and Rapid Solutions programs. The Issue Corps will have around 120 members working on climate and food systems issues in 2016. The Innovation Lab will support innovation projects and fellows. Rapid Solutions will generate 10-20 solutions with Issue Corps members by August 2016. i-Three aims to help CES professionals deliver greater measurable impact through new resources, tools, methods, and professional development opportunities.
International Extension Education Conference: From Innovation to ImpactAnne Adrian
The document summarizes Anne Mims Adrian's presentation on eXtension and its new i-Three initiative. eXtension began in 2004 as an online collaboration platform for Cooperative Extension, and is now a nonprofit focused on innovation to increase Extension's impact. The i-Three initiative includes Issue Corps of 127 educators working on food/climate issues, an Innovation Lab developing new projects, and rapid Project Solutions. The presentation outlines how i-Three will help Corps members and develop new tools, and notes upcoming professional development and the March conference.
The document discusses key statistics about social media usage. It notes that Facebook has over 1.3 billion active users, 82% of which are outside of the US and Canada. It also mentions that 60 million photos are uploaded to Instagram each day. The document then discusses predictions that social media usage will nearly double by 2018 with over 2.44 billion people using social networks globally. It ends by emphasizing the importance of aligning social media goals with organizational goals.
Skills for the Current and Future Knowledge WorkerAnne Adrian
This document summarizes a presentation on the skills needed for current and future knowledge workers. It identifies 11 skills from a 2020 knowledge work skills report by the Institute for the Future: sensemaking, social intelligence, novel adaptive thinking, cross-cultural competency, computational thinking, new media literacy, transdisciplinarity, design mindset, cognitive load management, and virtual collaboration. It also identifies 9 skills and 7 attributes that a separate ECOP-sponsored study found are important for 21st century Extension professionals. The presentation concludes with questions for discussion on how Extension should adjust to future forces and focus its workforce.
Scaling Our Teaching and Learning on learn.eXtension.orgAnne Adrian
Learn.eXtension.org is an online platform for professional development events and learning activities that can be conducted anywhere and accessed by individuals tracking their presentations and courses. The site provides a centralized page for each event with details like the title, presenters, description, resources, slides, recordings and social media sharing. Users can follow events, comment, create events, edit events, and tag events. There is potential to host nationwide series on topics that could benefit educators across the country. The site aims to connect learners with presenters and content.
Not Your Grandparents’ or Great-grandparents' ExensionAnne Adrian
Presentation for a guest lecture in a a graduate level Extension Methods class.
A blog post explanation the points in more detal can be found http://blog.anneadrian.com/2014/04/guest-lecture-on-extension-engagement.html
A comparison of two studies --an ECOP sponsored study identifying 21st Century Cooperative Extension professionals and the Institute of the Future 2020 Skills of the Knowledge Workers
This presentation was conducted as a webinar with the Oregon State Cooperative Extension field, regional, and county leaders.
The presentation was conducted with the goal of discussion what our workforce should look like in the future.
This document summarizes a study on the skills needed for future knowledge workers, including Extension professionals. It identifies 10 key skills from an Institute for the Future report: sensemaking, social intelligence, novel adaptive thinking, cross-cultural competency, computational thinking, new media literacy, transdisciplinarity, design mindset, cognitive load management, and virtual collaboration. The study examined Extension job postings, surveys of Extension administrators, and focus groups with effective Extension professionals to identify important skills and attributes. It emphasizes skills like technology use, communication, teamwork and teaching, as well as attributes like engagement, listening, flexibility, and passion.
What Do Future Technology and Trends Mean for You? Anne Adrian
This document discusses future technology trends and their implications for organizations like Cooperative Extension. It outlines trends like MOOCs, open access, mobile computing and their impact on education and information sharing. The document recommends that Cooperative Extension focus on skills like critical thinking, virtual collaboration, social media proficiency, and developing open and shareable content to respond effectively to changing needs and landscapes.
The Role of Public Intellectuals in Cooperative Extension Anne Adrian
Shouldn't Extension experts, members of an organization that has always prided itself on providing impartial research-based information, share a place at the table with the nation’s leading public intellectuals? We contend that establishing a core group of public intellectuals at both the state and national levels of discourse should be a core strategy in helping us separate our message from others in this enormously competitive information environment. As a moral obligation Extension educators at all levels have a responsibility, not only as scholars but as public servants, to help put highly complicated, even controversial issues, into sharper perspective on behalf of their clients with the goal of improving their lives. “…no scholar, historian or anyone else is — merely by being a scholar — ethically excused from their own circumstances. We are also participants in our own time and place and cannot retreat from it…” Extension educators are now struggling to navigate their way across an increasingly steep, jagged divide between techno-skeptics, who harbor a deep mistrust of technology and its long-term implications, and techies, who, despite some misgivings, generally believe that each technological advance ultimately works to secure a better life for all of us. With this refinement has come a clearer understanding of the environmental costs associated with scientific and techno Who is better equipped to serve the bridging the gap that exists in understanding environmental costs, benefits, and technological process.
There will be an increasing need for public intellectuals from many different disciplines within Extension to explain how this new farming model will be expressed and how it ultimately will affect them. Herein lies an enormous opportunity for Extension — an opportunity for profound organizational transformation. This presentation was conducted at Galaxy 2013. See page 5 for a more detailed explanation https://custom.cvent.com/18A6750208F1461A8000EA09BA931C3A/files/c9cdbf25833147d4ae232bab6a08ff47.pdf
Jim Langcuster and Anne Adrian were the presenters
Continuous Beta and a Healthy Dose of ParanoiaAnne Adrian
Keynote for the Iowa State Extension Virtual Conference. The script can be found http://blog.anneadrian.com/2013/06/continuous-beta-and-healthy-dose-of.html
Collaborative social platforms for agriculture extension”Anne Adrian
Jim Langcuster and Anne Adrian from Auburn University presented at the University of Guelph on April 5, 2013. Their presentation focused on how organizations can become defined by how they contribute to ecosystems and platforms through sharing, serendipitous insights, diversity of information, and innovative thinking. They drew inspiration from the books Where Good Ideas Come From and The Connected Company. They discussed publication and video on platforms.
We used these questions http://www.slideshare.net/aafromaa/questions-for-informal-learning to have the discussion around informal learning
December 13, 2012
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
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Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Decision Making and Complexity
1. Decision Making and Complexity
Complex Unknown unknowns Complicated Known unknowns
Cause and effect are coherent only in
C d ff t h t l i Cause and effect are discoverable and
C d ff t di bl d
retrospect and do not repeat separated over time and space
Emergent practice Good practice
Pattern management Expert diagnosis
Perspective filters More than one possible right answer
Complex adaptive system Analytical and scenario planning
Probe-Sense-Respond Systems thinking
Sense-Analyze-Respond
Chaotic Unknowables Simple Known knowns
No cause and effect Cause and effect is obvious, repeatable,
Novel practice and predictable
Stability-focused intervention Best practice
Enactment tools Standard operating procedure
Crisis management
Sense–Categorize–Respond
Act-Sense-Respond
en.wikipedia.org/wiki/File:Cynefin.png
www.anecdote.com.au/archives/2009/04/a_simple_explan.html
www anecdote com au/archives/2009/04/a simple explan html
Snowden, D.J. Boone, M. "A Leader's Framework for Decision Making". Harvard Business Review, November 2007, pp. 69-76.
We often deal with communications, culture, innovation, leadership, and trust as if they are in the
complicated or simple domain, not in the complex domain. We use analytics or standard operating
procedures when we should be using probing and sensing techniques.
Relying on expert opinions and best practices, based on historically stable patterns, does not
sufficiently prepare us to recognize and act upon unexpected patterns.
What if….
we approached funding, communications, decision-making, policy making, publishing, collaborative
work, and sharing knowledge by first considering which domain the problems and decisions lie?
Presenters:
Anne Mims Adrian: mimsann@auburn.edu; Rhonda Conlon: rhonda_conlon@ncsu.edu; Kevin Gamble: kevin.gamble@extension.org;
Beth Raney: beth.raney@extension.org; Jerry Thomas: thomas.69@cfaes.osu.edu.