Learning to Change Lives: The Strategies and Skills Learning and Development Approach

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Diversity and leadership development go hand in hand Rosina L. Racioppi Organizations looking at changing and improving leadership development should be including diverse individuals in the process and developing leaders who are consciously inclusive. Leverage AI to foster a learn-it-all culture Carol Leaman Reskilling cannot be viewed as a temporary initiative with a specific end goal — continuous learning must be a sustained priority. This is where the real potential for AI lies in the workplace. And that skill comprises… Student debt is an impediment to lifelong learning Patrick Donovan Employees are clamoring for help with student debt, but just 4 percent of companies currently offer student loan assistance.

Standing still is no longer an option Bob Mosher With new emerging design methodologies, technologies and learners, workflow learning is the brave new frontier. Recent Issues September We carry forward with our vision knowing it is the best representation of our inner creativity we can give in that moment.

It is not wrong or right, perfect or imperfect—it simply is. In performing arts settings, people will have varied opinions about someone else's expressions. Some of it will be positive and some negative.

Learning-to-learn strategies as a basis for effective lifelong learning

This is a mindset we can apply to many areas of our lives. By their very nature, the performing arts are deeply collaborative. They are about forging connections through sharing common interests and goals with others. With such experiences, we learn to weather challenges and disagreements constructively and proactively. Very rarely can we do it all on our own, and it's not just a case of "many hands making light work. This can be true of any kind of team project. For example, Henry Ford claimed he surrounded himself with people he knew were smarter and more capable than he was.

Creative endeavours take willpower and determination because we tend to zero in when we are engrossed in something imaginative and experimental. Often we work backward from the end to achieve our desired results. On the other hand, we also center on a specific process as we visualize our end goal.

All of this takes focus and concentration. The fact is, anything worth doing takes focus and the performing arts are no different.

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Learning to Change Lives: The Strategies and Skills Learning and Development Approach (ebook)

Sculptor Magdalena Abakanowicz has said this about art: "Art does not solve problems, but makes us aware of their existence. Simply put, by understanding the creative process we learn the process of problem-solving by default.

Building a Strategy: How Learning & Development Drives Business Value

This is why we have developed the Essential Fluencies that are now being used in classrooms across the world. Our flagship process of problem-solving is Solution Fluency. It's a foolproof system that will solve any problem no matter how big or small. All the other Fluencies are mirrored in the phases of Solution Fluency, which makes them problem-solving processes in their own right.

Also, look at your market in detail. Answer key questions such as "How is our market segmented? In a traditional for-profit company, you must understand how your products compare with competitors' products, and what your competitors' competencies are. How easy, or difficult, is it to enter your market? What alternatives do customers have? You'll also find many useful tools that can help you understand competitors in our article on Competitive Intelligence.

Non-profits, departmental teams and projects have competitors too. Other projects and teams within the department compete for money and other resources. In Stage 1, you developed an understanding of how your organization or team fits within the context of the internal and external environments.


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Now it's time to think about the different things that you could do to create a clear advantage, and meet your objectives. Here are some fundamental activities that can help you make this decision.

What is metacognition?

Guide your brainstorming with reference to the organization's mission statement, but, depending on your role in the organization, consider how far you should be constrained by this. Using this as a starting point, brainstorm additional ways to maximize your opportunities, minimize your threats, or perhaps even turn your threats into opportunities. A problem-solving approach can also help at this stage.

If your problem is that you're not achieving your goals, ask yourself how you can ensure that you do. If everyone in your industry finds it hard to deal with a particular problem, then you may gain a competitive edge by dealing with it. For example, if you want to increase your customer satisfaction ratings in an industry plagued by poor customer relations, your starting position is "low satisfaction.


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  7. Stage 3: Evaluating and Selecting Strategic Options. The final stage is to evaluate strategic options in detail, and select the ones that you want to pursue. By this stage, you've probably identified a range of good projects that you could run. You must now evaluate these to choose the best strategic options. Consider every option you've identified, but don't make a final judgment until you've completed your assessment.


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    8. Start by evaluating each option in the light of the contextual factors you identified in Stage 1. What do these tell you about each option? Make sure that you explore these thoroughly.

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      Many options will be analyzed on a financial basis. It helps you weight individual decision criteria, and consider subjective features - like team fit and the likelihood of team buy-in - as well as objective, tangible factors like cost and return on investment. With your evaluation complete, you now must choose the best strategic option or strategic options, making sure that you don't choose so many options that you spread your resources too thinly. It's easy to forget about these critical elements during strategic planning, so ensure that what you want to "win" is something that contributes towards the organization's overall purpose.

      Check your assumptions using the Ladder of Inference. This helps you confirm the soundness of the reasoning process used to develop your strategy. There's a lot of debate and disagreement about the best way of developing a strategy. Don't be afraid to adapt this approach to your own, specific circumstances! It's no good developing a strategy if you don't implement it successfully, and this is where many people go astray.