Module CLC Assignment Collaborative Learning Community: Constructivist Teaching: Then and Now Group Name Grand Canyon University: EED 364 Date (INTRO) REFLECTION Within your collaborative group, locate three separate science lesson plans from different grade levels that are aligned to the same discipline and core idea across the NGSS. In a 500-750-word discussion: deconstruct the lesson plans and describe the components within the lesson plans that reflect how the students are actually engaging in science practices. Use the ASPA subheadings below to evaluate the lessons. Asking questions (for science) and defining problems (for engineering) Developing and using models Planning and carrying out investigations Analyzing and interpreting data Using mathematics and computational thinking Constructing explanations (for science) and designing solutions (for engineering) Engaging in arguments from evidence Obtaining, evaluating, and communicating information. Conclusion Reference Why Best Buy has always had the best strategy Two new roads in search of continuous renewal I n the few decades since corporate strategy really took off as a serious academic discipline, several luminaries such as Michael Porter have made their mark by developing a theory, refining it and testing it, and in turn having a huge impact on how the subject is studied by business students and practitioners alike. Other academics have tried to challenge the theories, pick arguments or just plain put down these seminal theorists. Others tinker with the formulae to try and make their own impact. However some try to genuinely expand on the original and attempt to take it into new directions and dimensions that, crucially, take account of the rapid changes in business practices. An example of early corporate strategy theory is a matrix devised by Gary Hamel and CK Prahalad that shows the importance of core competencies to an organization, and can be used to develop strategies to take advantage of those core competencies. This is done by plotting existing and new competencies alongside existing and new markets, which reflects the competencies needed to consolidate position and compete in the new areas. But are these the only choices open to firms where competencies are concerned? Accident or design? In the 1980s and 1990s there was a CEO of a UK pest control business nicknamed ‘‘Mr 20 percent’’ on account of his promises to grow the company by this much each year. He pulled the trick off for several years, but not unsurprisingly he eventually became unstuck – but how much of his and the company’s success down to cunning strategy, or luck? Similarly, did Steve Jobs know how successful the iPod would be when he signed off Jonathan Ive’s iconic design in 2001? And therefore, were future designs and functions based around it to gain continuous growth? The answer is of course a mixture of the two, however some strategists think that firms can at least ...