Home
Swarna Srinivasan's Library tagged → View Popular
Op-Ed Columnist - Genius - The Modern View - NYTimes.com
-
The recent research has been conducted by people like K. Anders Ericsson, the
late Benjamin Bloom and others. It’s been summarized in two enjoyable new books:
“The Talent Code” by Daniel Coyle; and “Talent Is Overrated” by Geoff Colvin -
Armed with this ambition, she would read novels and literary biographies without
end. This would give her a core knowledge of her field. She’d be able to chunk
Victorian novelists into one group, Magical Realists in another group and
Renaissance poets into another. This ability to place information into patterns,
or chunks, vastly improves memory skills. She’d be able to see new writing in
deeper ways and quickly perceive its inner workings. - 1 more annotations...
Managing Talent | SHL
-
- Defining the skills, competencies and roles required to
deliver the business strategy - Establishing who to target and how
- Using tools and techniques to define talent requirements
- Developing high performance talent through developmental
interventions and recruitment initiatives - Rigorously reviewing potential across the
organisation.
people questions about an organisation’s strategy. This usually involves:
- Defining the skills, competencies and roles required to
Practicing Your Way to a Higher I.Q. - Freakonomics Blog - NYTimes.com
Nisbett offers some suggestions to parents to raise their kids' I.Q.: "praise effort more than achievement, teach delayed gratification, limit reprimands, and use praise to stimulate curiosity.
A Star Is Made - New York Times
nders Ericsson, a 58-year-old psychology professor at Florida State University, says he believes strongly in "none of the above." He is the ringleader of what might be called the Expert Performance Movement, a loose coalition of scholars trying to answer an important and seemingly primordial question: When someone is very good at a given thing, what is it that actually makes him good?\n\nEricsson, who grew up in Sweden, studied nuclear engineering until he realized he would have more opportunity to conduct his own research if he switched to psychology. His first experiment, nearly 30 years ago, involved memory: training a person to hear and then repeat a random series of numbers. "With the first subject, after about 20 hours of training, his digit span had risen from 7 to 20," Ericsson recalls. "He kept improving, and after about 200 hours of training he had risen to over 80 numbers."
Tomorrow's Talent Networks - The Big Shift - HarvardBusiness.org
-
But how, exactly, does talent get better faster? Formal training programs, we
would argue, are increasingly marginal to the talent race. And they're expensive
in a
recession.Talented workers develop instead by:
- Trying new things.
- Experimenting with what they do in their jobs and
how they do it.
- Tackling real problems with talented people who have
different backgrounds and skills.
- Participating in talent
networks, the largely invisible matrix structures that run within firms and,
with increasing frequency, between and across them. -
Because talent works at every level of the corporation, the changes necessary to
develop talent extend into nearly every aspect of the firm's activities.
Operations, organization, and strategy must all be reconceived through
the talent lens. They must be re-thought as part of pull platforms that
treat all workers as capable creators who are continuously improvising in
response to unanticipated situations. In this view, talent isn't just the highly
trained and deeply skilled knowledge workers one typically thinks of as talent:
they're just about everybody. - 2 more annotations...
The New Organization Model: Learning at Scale - The Big Shift - HarvardBusiness.org
-
Now we have a new infrastructure, a digital infrastructure creating near-constant disruption. By freeing
people to interact and collaborate with others outside of traditional
hierarchical organizations, by reducing information asymmetries between
producers of goods and services and those who buy them, by democratizing control
over communications and media--in these and other ways our digital
infrastructure is granting new autonomy and freedom to individuals, both as
consumers and as employees. (For more about this see The Wealth of Networks by Yochai Benkler.) As a
result, individuals wield new influence with and power over the institutions
with which they interrelate -
At best what institutional leaders can do is to create the environments--the
"creation spaces"--that foster innovation and faster learning. But here's the
rub: many of these institutional leaders are caught in the mindsets of the
previous generation of infrastructures and the related assumption that scalable
efficiency is the key to success. Talent, on the other hand, is under increasing
pressure to get better faster and will either leave institutions that cannot
help them or become catalysts for change within those institutions. - 1 more annotations...
Selected Tags
Related Tags
Sponsored Links
Top Contributors
Groups interested in talent
-
Concept Artists
Hunt for the best concept a...
Items: 6 | Visits: 26
Created by: anima india
-
Talentcommunity
articles, thoughts, experts...
Items: 51 | Visits: 26
Created by: Marvin Smith
Diigo is about better ways to research, share and collaborate on information. Learn more »
Join Diigo