This week marked six years as a free-agent. I announced it on Twitter and received many kind words – thank you. Once again, my weekly sense-making from the Twitter files:
@ellenfweber “Since brains integrate knowledge naturally, while humans falsely separate facts artificially, integration is central to great learning.”
via @1ernesto1 – 50 Ways to Use Twitter in the College Classroom
“all our HR and org design theory is based on nothing but dogma“; which is why we badly need new organizational & management models
RT @zecool – NB Community College Fredericton relocates to the University of New Brunswick; expect more physical mergers in higher education as costs increase
via @charlesjennings – “When it’s just so obvious NOT to train it’s painful to watch it happen”
via @Pistachio How to be Happy in Business (Venn diagram) – Reminded me of another Venn diagram (your purpose) by @DavePollard
College/university education at the undergraduate level is now merely credential farming
10 simple things (SlideShare) we can do to change our food system
via @gbrettmiller Theoria cum Praxi » Cynefin, concept work, and the role of deliberate practice
In chaos we are forced to develop novel practices, therefore we need chaos for innovation; then from @nickcharney My favourite Nietzsche quote: “One must still have chaos in oneself to be able to give birth to a dancing star”.
Just what I need to keep up: a weekly summary of worthwhile twits with Harold’s insight… Keep up the writing discipline, Harold, while others (thinking of myself) have their heads spinning!!
“all our HR and org design theory is based on nothing but dogma“; which is why we badly need new organizational & management models
Heh …
I don’t think that this can be true. If it were, then all the objectives, in organizations around the world, would include a component addressing a quest for effective innovation in HR and management.
Anyone ever wonder why there are so very few consultants “accepted” by organizations when they dare to challenge dogma and / orthodoxy, and when they urge trying / working in a disciplined way at truly new concepts and dynamics ? I do. I think very few organizational leaders really want to entertain or engender deep, profound change.
Harold, thanks for the mention. It is all still an idea swimming around in my head. More feedback and discussion can only help me get a better idea of what exactly I mean.
That’s why we put this stuff online, Brett, to share in order to better understand. Thank you for sharing.