Congratulations to John O’Brien on his selection as the next CEO of EDUCAUSE. I don’t know John, but from what I can see from his background, (and knowing how thorough EDUCAUSE is with these sorts of processes), it seems that he will be a great choice to lead the organization. John will be taking over an EDUCAUSE on June 1st that, thanks to Diana Oblinger, is an excellent shape.
I’ve always been impressed by Diana’s professionalism and deep commitment both to the educational technology profession and to higher education. If you’ve been to the EDUCAUSE Annual Conference you know that it is an extremely well-run event. Diana has been able to build an efficient, productive, and service oriented organization at EDUCAUSE...
Regardless of how you go about incorporating exercise into your routine, reframing it as part of your job makes it a lot easier to make time for it. Remember, you’re not abandoning work. On the contrary: You’re ensuring that the hours you put in have value.
Computational social science aims to discover universal facts.
Until recently, using entire populations as data sets was impossible—or at least impractical—given limitations on data collection processes and analytical capabilities. But that is changing.
The ability to track the social behavior of large groups has also shifted people’s understanding of human agency. “Until recently, we really believed that each of us made our decisions on our own,” Uzzi says. “Our friends may have influenced us here or there but not in a big way.” But troves of social-media data have shown that people are incredibly sensitive and responsive to what other people do. “That’s often the thing that drives our behavior, rather than our own individual interests or desires or preferences.”
Dr John Sullivan is an internationally known HR thought-leader from the Silicon Valley who specializes in providing bold and high business impact; strategic Talent Management solutions to large corporations. He’s a prolific author with over 900 articles and 10 books covering all areas of Talent Management...He served as the Chief Talent Officer of Agilent Technologies, the HP spinoff with 43,000 employees...
The goal is to substitute data and metrics for the use of opinions.
Relying on Relationships in HR … Must Give Way to Data-based Decision-making
Another major problem in HR is its traditional reliance on relationships. Relationships are the antithesis of analytical decision-making. The decision-making “currency” for most business decisions has long been data, but up until now, HR has relied on a different currency: that of building relationships.
In direct contrast, Google’s success has to be attributed in large part to the fact that it is the world’s only data-driven HR function. Google’s business success should convince executives at any firm that wants to grow dramatically that they must at least consider adopting the data and analytically based model used by Google.
Don’t give students too much time at the end of class to fill out the forms. “If they’re in a hurry, they’ll give you all fives unless they’re mad at you,” Ms. Wilson says.
...“We’ve been debating how relevant and beneficial they are,” he says. “There seems to be a disconnect between how faculty view their usefulness and how the university’s promotions and tenure committees view them.”...
The practice is part of SAP’s broader strategy to increase the number of women recruited into science, technology, engineering and math, or STEM, roles. The company’s goal is to have 25 percent of its leadership team represented by women by 2017.
In particular, the defense process represents an effort to help the company uncover unconscious bias — a human trait many human resources experts say supports the gender imbalance in STEM jobs. A 2013 U.S. Census Bureau report showed that men are hired at twice the rate of women for STEM roles, and a Global STEM Alliance report released in late January 2015 found that women still represent less than 30 percent of the world’s science researchers.
When you frame things as a win/lose scenario and they don’t go well, you’re a loser. And so you quit.
When you take the perspective that everything is a learning experience, there are no winners or losers. And you just keep getting better. James said this attitude is key for SEALs:
Eric, this gets at my point of the SEAL experience, this constant learning, constantly not being satisfied. That’s one of the interesting things about the community: you never feel like you’ve got it all figured out. If you do feel like you figured it out, you probably aren’t doing it right. If you’re not willing to learn from other people then frankly you’re not doing all you need to do to be the best operator you can possibly be. It’s a culture of constant self-improvement and constant measurement of how you’re doing. That’s a theme I think that all SEALs would agree is critical.
Carol Dweck’s research* at Stanford shows that a “growth mindset” (believing abilities aren’t fixed and you can improve) is a key element of success. And Angela Duckworth has found this attitude is tied to grit**:
*Dweck explains why it’s not just our abilities and talent that bring us success–but whether we approach them with a fixed or growth mindset.
**“The only thing that I see that is distinctly different about me is I’m not afraid to die on a treadmill. I will not be outworked, period. You might have more talent than me, you might be smarter than me, you might be sexier than me, you might be all of those things — you got it on me in nine categories. But if we get on the treadmill together, there’s two things: You’re getting off first, or I’m going to die. It’s really that simple…” -Oscar-nominated actor and Grammy award-winning musician Will Smith
There are still many in management who believe in Machiavelli’s dictum, outlined in The Prince, that it is better to be feared than loved (4), but I believe that one of the essential characteristics of leadership is knowing how to cultivate empathy with one’s colleagues and subordinates. Empathy motivates people and helps them understand and share an organisation’s missions. What’s more, it improves productivity.
The Strait of Gibraltar forms the perfect wind tunnel between the European and African continents — perfect for the wind-powered water sport enthusiasts who flock there year round. Tarifa is one of the world’s meccas for kiteboarders, not only for Spaniards and other Europeans, but also for competitors from around the world.
The after-effects of the 2008 financial crisis are still being felt throughout the global economy. In order to help prevent a similar crisis from reoccurring, policymakers need to better understand finance’s continuing problems. Ahead of the publication of their new book, ‘From Hubris to Disgrace’, Mark Esposito and Terence Tse outline a framework to better understand the rise of finance through its mechanics, power relationships, economic rationale, politics, and philosophy.