Were I back on the H807 Merry-go-round, I'd love to do the Innovations in E-Learning module over again ... indeed, given the pace of change maybe a three year refresher is required.
I'd have loved some of this:
Which was my third e-book purchase.
I have read it, highlighted it, reviewed it, shared notes via Facebook on it as I went along and will blog about it at length in due course. And Twitter this, and that. And respond to comments.
Most important of all, I am acting on this books advice which means I now have feed from Google Alerts, and Technorati amongst many other suggestions on how someone who feel they have a voice can find like minds.
Is looking at this better than reading the chapter around it?
Best of all is to share it and discuss with those who know better, or want to know better. My opinion is your opinion put through the kitchen-blender.
Reading (do we say that still) H807 'Innovations in E-learning' ? (there is still a good deal of reading!) ... read or plan to take H807?
You'll like this
'Stop the Innovations War'
The idea in brief, to make innovation a powerful business tool is to treat
'innovation initiative ... as a partnership between a dedicated team and the group that handles ongoing operations, the performance engine.
Although conflicts between partners are inevitable, they can be managed, by following three steps:
Divide the labor
The performance engine should take on only tasks that flow in parallel with ongoing operations--along the same path, at the same pace, and with the same people in charge. All other tasks should be assigned to the dedicated team.
Assemble the dedicated team
Leaders must approach the dedicated team as if they were building a new company--from scratch. Breaking down existing work relationships and creating new ones is an essential task, which outside hires can help expedite.
Mitigate the conflicts
The innovation leader must take a positive and collaborative approach to working with the performance engine and must be supported by an executive senior enough to prioritize the company's long-term interests and adjudicate contests for resources.
Go read and let's discuss?
Have it, read it ... taken notes and now well through a second even more thorough reading with the intention of tracking down some additional references.
Somehow may race through this material in the early weeks, trying to skim read it off a computer screen and not finding the excerpts in the e.book satisfactory hadn't sold me on the ideas. I'm now evangelical about the insights and more than ready to work with them.
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