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Learning How to Learn

By: Jim Bruce
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It’s hard to believe, but after 18 years of formal study, from first grade in a small East Texas school through doctoral study at MIT, I cannot remember ever having a class or having a teacher talk about learning how to learn. Perhaps that’s why Coursera’s MOOC “Learning How to Learn” has been taken by more than 1.8 million students from some 200 countries.1, 2 It’s appears clear that my experience is not unique.
 

Teams and Teaming

By: Jim Bruce
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Today, most organizations, including a university’s IT organization, structure their work through a set of teams. Other examples include professional sports teams with their structure, their practice day-after-day of plays they may execute in the game, and a surgical team that performs the same procedure, for example, hip replacement, under tightly controlled conditions, perhaps multiple times, day after day.
 

Think Fast, Think Slow

By: Jim Bruce
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Sometimes we need to react fast, automatically.  For example, as we see a large truck speeding towards us as we are standing in the edge of the street waiting for a traffic light to change.  Or, as we observe the subtle cues of a very dissatisfied client.  And, at a different time, we may find ourselves totally engrossed in the deep work1 of a seemingly intractable problem.  And, then our thoughts and actions need to proceed at a slower pace.
 

The Leader’s Role in Creating an Inclusive and Engaging Work Environment

By: Jim Bruce
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Brian McDonald is the author of today’s Tuesday Reading. He is the president of MOR Associates an organization he founded in 1983 based on the belief that many organizations do not maximize the contribution most people want to make at work. More recently, he has led the development of the MOR family of leadership programs.
 
During the past two years there has been a more intentional focus on the leader’s responsibility to create a more inclusive environment in the MOR Leaders Program.

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