Bertrand Duperrin's Library tagged → View Popular, Search in Google
"During the course of our lives, learning becomes detached from creating experiences and getting feedback. And so it turns from fun to a dreadful exercise with often devastating results: the knowledge taught is forgotten pretty quickly, with the whole education effort becoming a waste of everyone's time. In the corporate world this can be costly, and if you don't know how to use the tools properly or effectively, work becomes more inefficient, expensive and possibly even dangerous.
Which leads me to the following questions:
How can we make training more fun, add rich experience and gain feedback?
How can we enable trainers to add these elements to their materials?
Why is training separate from work rather than embedded into it?"
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Teachers were among the first to realize that a playful approach works wonders when it comes to getting students to be more active in the classroom environment. And it wasn’t just teachers: parents also saw the merits of gamified learning. Embedding the material in a larger story, giving kids a mission, providing feedback by appending stars and stickers, encouraging kids to collaborate, and many more techniques that we find from game design helped to get kids going, have more fun, be more curious and make the content more memorable.
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Which brings me to a rather heretical question: when it comes to the workplace, why do we even use classrooms at all?
Why not embed learning into the workplace instead? Why do we ask employees to attend week-long classroom sessions to learn new skills, when most of their new-found knowledge often evaporates by the time they get home? Instead, why not make the workplace itself into the classroom environment and every work interaction a learning experience
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"Advice on how to cope in this “always connected” age is plentiful: How to prioritize work better, manage your time more effectively across different domains of your life, survive email overload and even remedy your smartphone addiction. The trouble is that there is only so much that you can do alone: You can decide to turn off, but that does not mean everyone else will too."
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The trouble is that it is nearly impossible to mandate open dialogue, and even if it emerges, any gains in efficiency that follow will be reinvested in the organization--not your personal life.
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Four years after our first “Predictable Time Off” (PTO) experiment--afternoons or evenings totally disconnected from work and wireless devices, agreed-upon email blackout times, or uninterrupted work blocks that allow for greater focus, for example--72 percent of people involved said they were satisfied with their job vs. 49 percent of their colleagues who were not doing PTO; 54 percent of PTO participants were satisfied with their work-life balance vs. 38 percent; and 51 percent said they were excited to go to work in the morning, vs. 27 percent.
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"Today we manage workers by headcount, jobs, roles, processes, and infrastructure. By viewing all work as a service we can define the service needs, match the service talent, and confirm the value exchange. The process empowers the worker to get the work done the way they want to work."
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Jobs, headcount, and roles do not reflect the real person, their talent, and the actual work and yet this is way people are managed. The result is a costly ineffective model that will become increasingly suboptimal as work itself evolves into cloud-like services. The root cause is the traditional organization model of authority, roles, and headcount resource/financial management.
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"Profitons de la fête du travail pour parler de sa division.
Jusqu’à très récemment j’étais persuadé que la division du travail datait de Frederick Winslow Taylor. Je me trompais. Officiellement, cette division du travail provient d’une étude de Adam Smith, l’auteur de Recherche sur la nature et les causes de la richesse des nations et inventeur du fameux concept de “la main invisible du marché”.
Ou tout au moins c’est ce que l’on croyait car la vérité est toute autre. Grâce soit rendue à Vincent Lextrait (Directeur du développement à Amadeus) qui rend à César ce qui lui appartient, ceci dans une remarquable présentation à l’Université du SI en 2011."
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Adam Smith “observe” que la division du travail permet une productivité 500 fois plus élevée. Cette productivité accrue est dûe essentiellement au fait qu’avec la division du travail, l’ouvrier n’a plus besoin de changer d’outil, opération particulièrement coûteuse en terme de temps dans la chaine de production. L’idée est donc “d’attacher” l’ouvrier à son outil pour optimiser la performance de la chaine de production.
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Notre esprit analytique et rationaliste fait de nous les rois des systèmes complexes. En conséquence de quoi, la division du travail en général et le Taylorisme en particulier résonnent d’un écho particulier chez nous.
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A few days back I bumped into this very intriguing and rather helpful article put together by Jessica Stillman under the rather provocative title of “Why Working More Than 40 Hours a Week is Useless” where she points us out to a superb piece of writing done by Sara Robinson at Salon under the suggestive heading of “Bring back the 40-hour work week” where she questions something that I am sure most of us knew, deep inside, from all along, but that very few have dared to even bring up as a topic of conversation. Specially, at work. Basically, when was the last time you worked 40 hours a week? Or, more importantly, does working more than 40 hours per week make you more effective and productive at what you do?"
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you don’t need, you shouldn’t have!, to work more than 40 hours a week to be effective and productive. So stop doing that today! Stop working those unpaid hours that research has proved don’t contribute much to your overall performance, or to the overall business outcomes!, and for a good number of reasons. Stop working longer hours than you should and you will even feel much better as a result of it eventually
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But you push on anyway, because everybody knows that working crazy hours is what it takes to prove that you’re “passionate” and “productive” and “a team player” — the kind of person who might just have a chance to survive the next round of layoffs.
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"In The Social Psychology of Organizing, Karl Weick exposed the theory of enactment, stating that organizations were fundamentally an abstraction of the reality, essentially brought to life through management’s narrative. In that sense, changing the way we work requires much more than technology and the empowerment of knowledge workers. Taking a broader perspective, and looking at organizations, not only as a production and profit-making machines, but as center of a part of human activities mainly taking place in cities, sheds a different light on the role and nature of what we call social businesses."
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Drawing a parallel between the evolution of the city and the one of the workplace is of course tempting. The industrial era has rationalized space, productivity has got rid of shapeless shops and offices to implement neat open spaces, large passageways and functional lines of production. I might push the analogy even further: a majority of companies still operate in a Modernist-like manner: managers are the workplace equivalent of continuous commuters (the dark side of mobility), and knowledge workers populate impersonal open spaces or tentacular alignments of cubicles
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Starting in the middle of the seventies, the post-modernist movement rejected the utilitarian view of post-war urbanists, aiming at integrating new constructions into the context of the city, and at reconciling the main human activities within the same space
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" I am starting to question the validity and merit of a good number of motives from companies to become successful social businesses, because in reality they aren’t. They are just grabbing the wrong end of the stick thinking and hoping it will work out eventually, when we all know it won’t, and get away with it."
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here’s another one of those thinking out loud reflections that’s been in my mind for a long while regarding Social Business and which I’m now more and more convinced it may be destroying our current business environment as we know it, more than anything else
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What if E2.0 and Social Business are the main reasons why we may no longer get the economy to recover as we could, or would, or should, have expected? What if we are all doomed and we are facing The End of a Job as We Know It?
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"Race Against the Machine deserves praise for jump-starting an important discussion about the effect of technology on our economy. As the authors point out, the impact of computers and information technology has been largely left out of most analysis regarding causes of our current unemployment woes. This book, therefore, is an attempt to “put technology back in the discussion.”"
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A human-machine combo has the potential to be much more powerful than either a human or machine alone. So therefore it’s not simply a question of machines replacing humans. It’s a question of how can humans and machines best work together.
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Moreover, as I’ve written about before on this site, the human-machine partnership can sometimes be less than the sum of its parts.
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"L'entreprise 2.0, c'est le nouveau modèle de l'entreprise, dans lequel tout le monde joue un rôle et qui bouleverse le management et la culture d'entreprise. Une petite révolution vers un monde plus social où les logiques de statuts n'existent plus.
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"Jennifer J. Deal, qui a mené une vaste recherche sur 12 ans avec 13.000 salariés d’entreprises et d’organisations à buts non lucratifs, explique que ces clichés concernant les enfants du millénaire au travail sont infondés. Sur la base de cette recherche, elle démonte 5 mythes courants à propos de la génération Y :"
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les 5.000 sujets de la génération Y étaient plus d’accord avec l’affirmation « Les employés devraient faire ce que leur responsable leur demande, même quand ils n’en voient pas la raison » que les sujets des autres générations.
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Les recherches ont démontré qu’en fait, l’engagement des générations Y pour leur entreprise était le même que ceux des autres générations. Le mythe provient probablement de la tendance des jeunes gens à quitter leur emploi plus fréquemment que les plus âgés
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"Michael Porter has done us all a service in identifying that the wealth of modern economies comes from the productivity, innovation and high wages found in their clustered industries — those industries that are found only in certain geographic areas and trade most of their output outside their home areas, both nationally and internationally. Wages in these clustered industries (like pharmaceuticals or business services) are dramatically higher than in dispersed industries (like primary medical care or consumer services)."
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Creativity-oriented jobs happily have gone from just over 10% of the economy to over 30% of the economy while routine-physical jobs have gone from almost 60% of the economy to 25% of the economy as the manufacturing economy has given way to the service economy
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But it is way, way better to have a creativity-oriented job in a dispersed industry than a routine job in a clustered industry (78% higher wages).
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The four topics addressed in the video are:
* People should be paid for their contributions to for-profit ventures
* It is exploitation to pay people very low amounts
* Businesses should support their countries and communities by employing locally
* Professionals should not do unpaid work"
" Over the last year I've been speaking with many corporate business and HR leaders and have heard a common theme: we need our organizations to be more agile. We need to redesign the organization so we can learn faster, communicate better, and respond more rapidly to change. This quest for the agile organization has changed the nature of what we call a job. "
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Something very profound is happening. Jobs are getting more specialized, people work in teams and cross functional boundaries, and success is being redefined by expertise, not span of control.
And people without specialized skills are finding it harder to find work. Seth Godin calls it “the end of the average worker.”
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"Nine years ago, when I launched The Energy Project during an economic boom, it was nearly impossible to find senior leaders open to the idea that demand was exceeding people's capacity, and that it was critical to the bottom line to teach employees new ways to manage their energy more skillfully."
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ully engaged at work, valued for their contributions, or freed and trusted to do what they do best. Instead, they feel weighed down by multiple demands and distractions and they often don't derive much meaning or satisfaction from their work.
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I don't kid myself that the super-charged CEOs and world leaders who attend this event are going to wake up overnight to the recognition that rest and renewal and doing one thing at a time are not only healthy practices, but also fuel more sustainable performance.
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"Shifts in global, societal, technological, economic, and socio-political trends will shape the future of work. The culmination of these distinct trends across multiple facets of societal and technological advancement will lead to an increased use of game mechanics in the workplace of the future. Over the last several years, several Microsoft teams have deployed “productivity games” to improve software engineering processes through the application of game mechanics. Augmenting a business process with game mechanics has led to significant productivity improvements. These lessons support the notion that games can – and will – be an important component of the workplace of the future."
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Focusing either on expanding skills in role, or “organizational citizenship behaviors” - OCB’s - that require core skills – is the best way to ensure the success of a productivity game. Player motivation is a key component of the success of a productivity game.
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"From legions of independent consultants to cities dotted with coworking facilities, the future of work is virtual, online and global.
As the year draws to a close, you may be assessing your career plans against the backdrop of holiday hoopla and the uncertain employment climate. To get a leg up, grab an eggnog and read on to learn about trends that could change how you’ll be making a living in the years to come:"
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Blame the economic turmoil or a change in values, but more people are demanding greater self-reliance, control and satisfaction in their professional lives. For example, 75 percent of independents surveyed stated that doing something they love was more important than making money while 74 percent stated that they wanted a job where they know they were making a difference.
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"Technology does not determine social and organizational change, but it does create new opportunity spaces for social innovations like new employment forms. Partial employment for young unemployed people is becoming much easier than before, and truly global task-based work is becoming possible, perhaps for the first time in history."
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The opportunity today is in new relational forms that don’t mimic the governance models of industrial, hierarchical firms. We are already witnessing the rise of very large-scale efforts that create tremendous value in a very new way.
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The production of information goods requires more human capital than financial capital. It is more about connecting with brains than connecting with money. And the good news is that you are not limited to the local supply. Work on information products does not need to be co-located. The architecture of work does not resemble a factory any more.
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