So what does it take to be a job maximizer?
Choose Your Talent. Who do you want to employ? AutonomyWorks focuses on people with autism. Shinola focuses on former auto workers. There are many other segments of the labor force who are underemployed or underutilized.
Find Your Market. What products or services can these workers best make or provide? This is where the entrepreneurial magic comes into play. You need to find something that suits your people and also generates a sustainable profit. Friedman recommends looking for markets where work has been off-shored or automated, and that have low capital requirements.
Design Your System. What innovations do you need to meet the unique needs and bring out the best in your workers? This might involve rethinking hiring, process design, management, or organizational culture. The key is turning people’s disadvantage in society into your company’s competitive advantage in the marketplace.
Over the last twenty years, we have successfully created an entirely new economic sector in which social entrepreneurs maximize purpose over profit. It’s time to turn this entrepreneurial spirit on a new goal: job creation. We need more people like Dave Friedman and more companies like Shinola — job maximizers and employment entrepreneurs.
The workers that machines threaten to displace cover a wide range of office work. Smart digital assistants, for instance, could stand in for many types of support staff – or, by making the ones who remain more productive, greatly reduce their numbers.
The jobs of many analysts and researchers could also be in the line of fire. Advances in machine learning and natural language systems make it easier to interrogate large amounts of data and to derive smarter answers in more intelligible forms.
Even highly paid professionals with specialist expertise are not immune. In fields such as law and medicine, machines are likely to produce “generally better answers” than humans, who struggle to keep up with the latest knowledge in their fields, says James Manyika, a director at McKinsey Global Institute.
Finding the right Twitter accounts to follow
Start by typing your topic in the Twitter search field.
Find a tweet that interests you.
Click on the user name of the account that tweeted this tweet.
See if the biography of the user and their other tweets also are interesting to you. Also check if they have at least some followership (although very interesting sources could still have very few followers). If they are interesting click on their username once more.
Click on "Follow" to follow the user.
Twitter will suggest some users that might be interesting too, you can follow up on these later.
In the left menu click on "Lists", then select "Member of" (find the link in the center of the page). See if there is a title of a list that speaks to your topic. Now you can start at step 2 again or you can select "List members" in the menu on the left and restart at step 3.<
Continue with this loop (and occasionally backtrack) until you have at least 50 sources.
Keep adding sources as you find them, make sure to revisit this process once in while.
This 4 week online social workshop covers the following topics:
PKM framework: understanding the Seek:Sense:Share model to take control of your professional development
Personal network mapping: examining your networks for diversity to improve your own sense-making abilities<br /> Sense-making: finding your own unique way to make sense of information flows around you
Finding your own voice: establishing a routine that works in the long run
Please note this workshop does not use a traditional course format or have any compulsory synchronous sessions. Find out more about how it will run on the Workshop page. Warning: you will actually have to put in some effort if you want to learn anything during these four weeks.
sense-making and knowledge-sharing from Harold Jarche
Harold Jarche is an international leader in Personal Knowledge Management. Find out more about Harold here.
Developing PKM skills is probably one of the best investments any knowledge-intensive organization can make.
We can host the workshop for you or run it in your Enterprise Social Network. We can also include a kick-off meeting (either online or onsite) if you would like us to get your group up and running.
Cost: £3,000 for up to 20 participants. Each additional participant at £200 pp. All prices exclusive of VAT where applicable.
Email email@example.com if you would like him to run this workshop privately for your organisation.
I’ve been thinking a lot about how to manage a large archive to encourage discovery and serendipity, and to make it easier to fish out articles so that I can send them to people. I started in 2001-ish and have more than 6,500 posts. There’s not a lot of information on how to manage a large archive. Most blogging-related advice focuses on helping people get started and get going. Few people have a large personal archive yet. I love coming across other bloggers who have been at this for more than ten years, because information architecture is fascinating. Here’s what I do, in case it gives you any ideas.
Nearly half (47%) of oil and gas wells recently hydraulically fractured in the U.S. are in regions with high or extremely high water stress.
Ceres’ latest research on this topic, Hydraulic Fracturing & Water Stress: Water Demand by the Numbers, provides first-of-its-kind data on the various water sourcing risks facing oil and gas companies in 8 regions of intense shale development in the United States and Canada. It shines a spotlight on the volumes of water used for hydraulic fracturing by specific companies and puts regional industry water use into the context of local water stress, groundwater depletion and drought. It provides investors, lenders, and regulators recommendations for how oil and gas companies and their service providers can minimize their water demands and reduce their impacts on communities and the environment.
My hypothesis is that social intranets afford an alternative way to codify what you know, typically via first-person narrative (blogging), story-telling, less formal, less “structured” means of expression (or let’s say less “fielded” in that last bit, as all stories clearly have intricate and meaningful structures). Going back to the principles of KM, these modes of expression are closer to speaking; and as such, help get us closer to “what we know” if we believe that we truly “know more than we say and say more than we write down.” We move through Boisot’s I-Space, from problem-solving in a concrete/un-codified/not-diffused personal knowledge space, through to an increased level of abstraction and codification that allows for knowledge to be more easily diffused across the organization (hopefully on its way to absorption and impacting, helping others gain value from the knowledge asset).
Start with the likely damage award if a case went to court. The maximum liability for an individual for non-commercial infringement in Canada is $5,000 for all infringements. With nothing more than IP addresses, there is unlikely to be any evidence of commercial intent or benefits (going for a commercial claim would require far more evidence and expensive litigation). While $5,000 is the cap, the actual number is likely to be far lower as the law sets a minimum award of $100. The law provides some additional guidance for judges:
in the case of infringements for noncommercial purposes, the need for an award to be proportionate to the infringements, in consideration of the hardship the award may cause to the defendant, whether the infringement was for private purposes or not, and the impact of the infringements on the plaintiff.
The School of Open is a global community of volunteers focused on providing free education opportunities on the meaning, application, and impact of “openness” in the digital age and its benefit to creative endeavors, education, research, and more. Volunteers develop and run online courses, offline workshops, and real world training programs on topics such as Creative Commons licenses, open educational resources, and sharing creative works. The School of Open is coordinated by Creative Commons and P2PU, a peer learning community and platform for developing and running free online courses.
Ask participants to fold their A3 paper lengthwise, then in half, and half again until they have folds that form 16 squares.
Give them 2 minutes to draw different smiley faces in each square. If you see people are stuck, mention that they can be creative and think of animals etc when drawing smiley faces.
After the 2 minutes is up ask them to pass their paper clockwise to the person next to them and ask them to tick the smiley face they like and cross the one they don’t like. Ask them to keep passing the papers clockwise until they end with their own paper.
Once they have their own paper in front of them ask everyone to put their hand up if they have ticks in the first row of squares, then the second, third and fourth.
Then ask if they have any crosses in the first few rows and ticks in the latter rows.
Usually you’ll find that people get either few or no ticks in the first row of smiley faces, this nicely illustrates that the first idea (or smiley face in this case) is not their best idea. You can see this when you look at the page as a whole as well, the lower half of the page tends to show better, more creative smileys.
Self-awareness. Leadership development needs to be an inside-out process that focuses less on competencies and skill acquisition and more on increasing your self-awareness and understanding how your behaviour impacts others;
Emotional self-mastery. Again, a superficial program of increasing emotional intelligence through techniques and tips of such things as listening skills or facilitation skills avoids or neglects the more important requirement to understand, manage and master your emotions and understand and respond appropriately to the emotions of others;
A personal stake in self-development. Leadership development is frequently seen as the responsibility of the organization rather than a shared responsibility with potential and current leaders. Rarely have I heard a leader say he wants to take personal responsibility to become the best person he can be and take charge of his personal growth;
Recruit potential leaders that are humble; not those driven by hubris or ego. Organizations continue to recruit leaders who fit the stereotype of a charismatic, narcissistic with little humility and a big ego.
In recent years, many great art museums have decided to open up their collections, putting online huge troves of images that showcase the masterpieces hanging on their walls. They’ve also made available free art catalogues and books, letting you learn all about important artists and styles of painting. Now, university presses and libraries are starting to follow suit, giving readers free access to books from their archives. We’ve tried to keep you posted on these cultural developments here on Open Culture. But you’ve likely missed a great resource or two. To make sure you stay up to speed, we offer a roundup below:
Last year, for instance, Pentland’s lab put sociometers on 80 employees at a Bank of America call center in Rhode Island. The inconspicuous badges used Bluetooth and infrared signals to measure which co-workers the test subjects talked to every minute for a month and, later, another period of six weeks. After the first month the MIT researchers could see that individuals who talked to more co-workers were getting through calls faster, felt less stressed and had the same approval ratings as their peers. Informally talking out problems and solutions, it seemed, produced better results than following the employee handbook or obeying managers’ e-mailed instructions.
So the call center tried its own experiment. Instead of staggering employees’ coffee breaks as it had previously, it aligned their breaks to allow more chatter. The result, Bank of America told MIT a few months later: productivity gains worth about $15 million a year.
Have you ever wanted to view an RSS or ATOM feed in a web based feed reader such as Google Reader or Bloglines, but could not because the feed required user authentication or used an invalid SSL certificate?
Well this site aims to be your solution. Using the form above, enter in the feed url, your username and password and then submit. You will be taken to a new page with an alternate URL for your use.
This site does not require that you include a username or password. If you want to use this for all of your feeds, whether they require user authentication, are protected by https or whatever, feel free to do so.
Making Your Work Visible (Observable Work / In The Flow)
Seeking an answer to a question / problem
Answering a question directed to you about your area of expertise
Answering a question directed to you unrelated to your area of expertise
Creating a presentation for a team / committee / department / town hall
Collecting team input prior to starting a work deliverable
Creating content for a work deliverable (WIP)
Collecting feedback on an in-progress work deliverable
Creating content for a work deliverable (Finished Product)
Making Your Work Visible (Narrating Your Work / Above The Flow)
Writing your objectives
Writing a project status update to management / customers
Taking meeting notes
Capturing brainstormed ideas about a project / process / opportunity
Sharing progress / status on an assigned task
Making Work Better / Creating Shared Value by Default / Leading With Generosity
Achieving awareness of work outside your direct responsibilities
Coaching people outside of your team / department
Discovering external resources about your role / area of expertise
Leading / Participating in corporate responsibility projects
Contributing to the Corporate Conversation (Engagement, Activities, Facilities, Corporate Policies, etc.)
Building a Social Network / Making It All Purposeful
Forming and collecting a community of experts on a topic
Connecting with fellow employees on personal interests
Many countries do not have policies or standards in place for assessment and introduction of new WASH technologies. This results in arbitrary (or politically motivated) adoption of technologies that are not fit for purpose, too expensive for users, not viable at scale and inadequately supported at the local level*.
In late 2013, official documents obtained under freedom of information showed that Canada's domestic spy agency, the Canadian Security Intelligence Service (CSIS), had ramped up its surveillance of activists opposed to the Northern Gateway pipeline project on 'national security' grounds. The CSIS also routinely passed information about such groups to the project's corporate architect, Calgary-based energy company, Enbridge.
Fracking wells generally consume between 2 and 10 million gallons of water in their lifetime. If every potential well in California identified by the U.S. Energy Information Agency were to be fracked, some 5 billion gallons of water would be required, according to Oil Change International.
Polls show Californians oppose expanded fracking in the Golden State and 65 percent of Californians say the state should act immediately to cut greenhouse gas emissions.
here are many arguments for inverting the management hierarchy in order to thrive in today’s economy. It is however, easier said than done, with many structural mechanisms working to reinforce rather than dismantle it.
We have identified a number of ways SNA can facilitate this challenging task:
Identifying how clients are actually being engaged with at all levels of the organisation. Visually identifying where bureaucratic processes are impacting performance.
Identifying who the ‘key players’ in the organisation are, being those identified through 360 degree nominations. Rewards and acknowledgement of these key players can change behaviours.
Identifying the ‘leaders without authority’. These are the people at the bottom of the hierarchy who through their powers of influence and persuasion can lead the way from the bottom.
Use the identified key players as connection brokers. In this way ensuring that the right connections can be made at the right time, without the overhead of bureaucratic systems.
Build the reach across the organisation through identified brokers in the ‘weak tie’ network, as a more effective alternative to relying on the formal hierarchy.
Identify the most cohesive teams as those who would benefit most from an injection of diverse connections through co-location. They would also suffer least from not being physically co-located.
A man's ideas are only "his own" when they're private. The point at which they are no longer private (i.e. published), they can no longer be his exclusively. To claim otherwise is to claim rights over the minds of other men, which is no different than claiming the "right" of slavery.