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Can blogging be taught?

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Edited by Jonathan Vernon, Tuesday, 20 Mar 2012, 04:48

Can you teach someone to swim if they won't get in the water?

You can take a horse to the trough, but you can't make it drink?

What therefore will motivate, drive, persuade, cajole, convince or oblige a.n.other to blog?

I'm seeking advice and help here as I am on a mission to initiate and nurture 12 new bloggers over the next four months. It feels like cheating to go on a quest for those who blog already and call them mine but surely this is the crux of the matter. I can preach to the converted, until then my words will fall on deaf ears.

Invite people to enjoy a variety of successful bloggers to help them find their way? How many do I have listed here? 100+ but where's the attraction in a list, you need guidance.

Define a blog?

Academics I quote and review here say you can't. They are beyond simple definition, but 'electronic paper' where people spill words, images, video (though not coffee), where they aggregate other people's content, majestic lists, dumb notes, a writer's journal, an academic's draft papers, a student's e-portfolio.

Is there a role for a blog buddy or blog secretary?

I believe Richard Branson has a blog and Twitter double,i.e. He doesn't write a word of it himself. That would be cheating. I can't write 12 blogs for other people (even if I write/produce or create some 16+ of my own).

Stuffing in things you've already written is fine with me.

I call up content from a diary I started in my early teens as well as from 2,000 odd blog entries posted from 1999 to 2004 and the 1000 odd posted since early 2010.

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B822 Bk1 C4 Analogical Thinking in Business, Organisations and Mangement Styles

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Edited by Jonathan Vernon, Friday, 21 Feb 2014, 18:17

 

Analogical thinking, from Churchill's 'iron curtain' to the invention of Velcro.

(Indeed neurologists believe there is a gene that causes human beings to think in metaphors and that it is exactly this that allows us to invent, in fact  creativity in the face of adversity still rings true today, though we are not  facing a Sabre-toothed tiger at the entrance to the cave, or changing climate  with the onset of the ice age.)

Analogy - transfer of an idea from one domain to another.

Metaphor - resemblance or flavour. A way of making the strange familiar p.85. Or the hard to comprehend (trees, ecosystems, architecture, traffic lights).

Morgan (1986)

Kinds of metaphor:

·         Mechanistic

·         Ecological

·         Social

·         Cognitive

·         Systematic

Metaphors as labels:

Manager as captain or conductor.

Morgan (1986, 1997)

·         Machine

·         Organism

·         Culture

·         Brain

·         Political System

·         Psychic prison

·         Flux

·         Transformation

·         Instrument of domination

ACTIVITY 4.1

1) Pick three metaphors (a, b, c) for organisations, for instance the organisation as machine, organism or political system.

2) List the characteristics you associate with each.

3) Try and relate each characteristic to a feature in an organisation that you know.

4) What features of organisations do these characteristics highlight, and what do they conceal?

A) As an orchestra, ABB, 1999. A corporate cliché I have seen applied to Abbey National and others. Visually it may have resonance, though the cost of featuring musicians, let alone playing a piece where used is prohibitive to all but the largest organisations. The characteristics are of complementary divisions 'playing the same tune' with woodwind, strings and brass, for example representing the different businesses. With a single conductor it may better fit the largely privately owned enterprise, say a Richard Branson and Virgin, or a Russian Oligarch, though no longer News International and the Murdochs. The features perhaps work for News International with newspapers and TV interests, even having a go with MySpace being largely media, whilst Branson is more the empirical Napoleonic conqueror of anything going?

B) As a strawberry plant, i.e. a federal organisation that has grown organically rather than by acquisition, perhaps like a clearing bank? Perhaps like a franchise such as Kall-Kwik. Or a retail chain, appropriately, such as Body Shop. The characteristics I think of are independently managed businesses that sell the same range of products, with common branding and sales materials, though with some localisation. This works well in relation to the plant performing differently on a variety of local soils/climates i.e. the same organism but in different settings/opportunities to flourish or not.

An empire

C) As an empire, where a holding company or private equity group has gone on the acquisition trail buying up businesses for the opportunity, rather than as sets of businesses that complement each other, so take over, create economies of scale in management and Head Office functions. The characteristics here feel as if it should be military with no good outcome, ala 'Wall Street', though there are or nave been more benevolent, squid give groups or holdings companies in the past such as the long gone Ferguson Industrial Holdings PLC, or perhaps Unipart Group of Companies (UGC). This suggests a dictator at the top, though the leaders can be benevolent even if a tall pyramid is the business structure.

If the organisation doesn't fit the metaphor, it is too simplistic a metaphor!  

The metaphor can intone a favourable or negative bias. For example, if asked in research to describe the organisation you work for as a car do you want it to be a Citroen 2CV, or a VW Golf, a Rolls-Royce or Ford Escort, a 1980s Ford Cortina or a Triumph Stag?

A business that is a machine I the digital age is surely going to get left behind through its rigid bureaucracies and hierarchies, a predilection for quantitative measures (ROI and KPIs) too?

(My concpetion of the School of Communication Arts. Which one am I?)

In the past I used successfully the idea of 'nurturing' to represent first a school (Arts College) and then my own services to graduate recruiters.

In 2011 it seems archaic to think of teachers or tutors in this way, people who are moderators, coaches or facilitators. (The ecological metaphor is used with a cartoon not dissimilar to my own p.88 not shown here for copyright reasons, to represent people as seedlings or potted plants).

From Table 4.1 metaphors of businesses in relation to:

  • Character
  • Flair
  • Structure
  • Climate
  • Style
  • Authority
  •  Form
  •  Control
  • Decisions
  • Strategy
  • Adaptability
  • Orientation
  • Approach
  • Procedure
  • Attitude

ACTIVITY 4.2

Take expressions of the above for a 'Machine like business, as 0 on a scale and

'Organic' as 10, then decide where:

a) you place your own organisation and b) yourself.

ACTIVITY 4.3

I'll do this one offline.

Other metaphors might include:

  • Brain
  • Knowledge
  • Learning

Network (Morgan, 1993) business as a spider-plant.

Federal (Handy, 1989) business as shamrock

Chaos and complexity.

Brains and cities.

Supporting 'patterns of transformation that emerge spontaneously in complex adaptive systems'. (Henry 2006:95)

Complex adaptive systems: termites, flock movements,  (anecdote of the aeroplane simulator managed by parts of an audience that  collectively cancels out the oddball, incompetent, inattentive or would-be plane-crashing individuals) p96 (Berreby, 1998:45 and Clark, 1997:75).

Self-organisation

'people do not need to be told what to do: they are intelligent agents continuously learning and modifying their behaviour on the basis if feedback'. Handy (2010:97)

See DVD 2, Video 3

N.B. The metaphors chosen tend to reflect the chooser's values. (Henry 2006:98)

Activity 4.4

What metaphor would you use to describe your organisation?

Activity 4.5

Describe the process of management as you experience it.

  • Warlike
  • Sporting
  • Spiritual

Activity 4.6

A metaphor to describe my management style.

Activity 4.7

Note metaphors to describe daily management styles.

Activity 4.8

Take a current task, associate with it an appropriate metaphor then give it  another that is far removed from the first.

Organisational paradigms p.104

Functionalist paradigm - world as an objective reality.

Kolb (1984) drawing on Pepper (1942)

Four ways of thinking about the world:

  1. Mechanistic
  2. Realist
  3. Organicist
  4. Pragmatic

And thinking styles:

  • Assimilator
  • Converger
  • Diverger
  • Accommodator

Table 4.2 Organisational metaphors and paradigms

Activity 4.9 WHAT METAPHOR WOULD YOU OFFER FOR MANAGEMENT IN THE 21st CENTURY?

 I've experienced many, including from the table:

·         Chaos/postmodern/play

 I know of:

·         System/participatory/co-create

 I like the sound of:

·         Drama/interpretive/enact

For the 21st Century I like the model of the modern ideas lab in which innovative ideas are trialled, developed then kicked out with a chunk of financing to thrive however turns out best! 

This is the sink or swim analogy.  

But after suitable teaching/coaching. Or perhaps a metaphor of procreation, raising and nurturing a child then letting them go? So organic or animal (or in particular mammalian or human).

Stacy (1996) and danger of controls, procedures and Pre-specified objectives.

FURTHER READING

Morgan, G. 'Paradigms, metaphors and puzzle-solving', C9 in Henry (1999a)

FROM MY OU STUDENT BLOG

'Consider this medium as like talking with your fingers - half-way between spoken conversation and written discourse.' (Hawkridge, Morgan and Jeffs, 1997,  quoted in Salmon 2005)

Salmon, G (2005) E-moderating. The Key to teaching and learning online.

REFERENCE

Berreby, D (1998) 'Complexity theory: fact-free science or business tool?

Strategy and Business, No. 10, pp. 40-50.

Clark, A (1997) Being there. Cambridge, MA. MIT

Henry, J & the MBA Course Team (2006, 2010) B822 'Creativity, Innovation and Change'  Book 1 'Creativity, Cognition and Development'. The Open University Business School

Morgan, G. (1986 2nd 1997) Images of Organisation 

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B822 What makes a leader?

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Edited by Jonathan Vernon, Tuesday, 17 Apr 2012, 11:15

I am being disingenuous.

Having read 'What makes a leader?' Daniel Goleman in 'Creative Management and Development' Jane Henry (2006) I have some ideas.

Leaders I can think of, in business, in the creative industries, what is it about:

  • John Hegarty
  • Martin Sorrell

Rational? Cool? And then there's personal experience, of being led, or leading.

In the mean time, what does it take?  And from a different mould:

  • Seb Coe
  • Boris Johnson

Vision, ideas, conviction, charisma, purpose ...

You don't learn to draw by reading a book, nor riding a bike or leading a team; you must do and learn from the experience, successes and mistakes.

WHAT DOES THE READING TELL ME?

An art not a science. All have a high degree of emotional intelligence. Goleman (2006:120)

And effective performance. Table 9.1

  • Self-awareness Moods, emotions and drives and their effect on others.
  • Self-regulation To think before acting.
  • Motivation
  • Empathy
  • Social skill
  • Finding common ground
  • Purely technical skills
  • Cognitive abilities
  • Emotional intelligence

Goleman (2006:121) by far the most important.

BUT how nurtured likely to matter, that ability to control emotions rather than respond to them.

What makes a highly effective leader?

SELF-AWARE

Initiative Strategic Vision A thirst for constructive criticism A self-depreciating sense of humour Play to strengths. But most important of all Emotional intelligence.

SELF-REGULATE VS Impulsive behaviour.

Self-regulation that frees us from being prisoners of our feelings (2006:126)

Creating an environment of trust.

MOTIVATION

Motivated to achieve. Passion for the work itself Keep track of scores. Committed to the organisation

EMPATHY

Thoughtfully considering the employees feelings. Coaching and feedback.

SOCIAL SKILL and rapport

N.B. emotional intelligence can be taught.

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Writing is an act of converting tacit knowledge into articulable knowledge 

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Edited by Jonathan Vernon, Sunday, 4 May 2014, 10:03

'Externalisation is a process of articulating tacit knowledge into explicit concepts. It is a quintessential knowledge- creation process in that tacit knowledge becomes explicit, taking the shapes of metaphors, analogies, concepts, hypotheses, or models. When we attempt to conceptualise an image, we express its essence mostly in language - writing is an act of converting tacit knowledge into articulable knowledge'. (Emig, 1983).

REFERENCE

Emig, J (1983) The Web of Meaning. Upper Montclair. N.J.

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B822 BLK 1 WK 1 Creativity - Can it be defined or contained?

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Edited by Jonathan Vernon, Saturday, 22 Feb 2014, 14:57

Though cryptic this means something to me and will jog the memories of my 12 or so fellow OU students on 'Creativity, Innovation and Change'.

The reference to 'Chizsentmehighly' refers to Mihaly Csikzentmihalyi and Chapter 1 of the Course Resource Book ' A Systems Perspective on Creativity'. Henry refers to the course Chair, Professor Jane Henry who also features in the 28 minute audio programme that I have now listened to FOUR times. (In surveys I come out extremely low on my ability with or liking of 'auditory' learning; give me a visual and some words, please).

In a subgroup and then in the form we discussed the meaning of 'creativity' (ostensibly in the buisness context). We found we needed to qualify it, to set parameters and have goals or outcomes. Are you, for example, creative if your ideas are in your head? Or if they are 'random acts of weirdness?'

We were made to think about use of models too, there are a couple in the Block 1 reading. The important thing I have learnt is to recognise that a model is one person's simplification of the complex. You may never get onto their wavelength, and if you do, recognise its failings. Figure 1.1 in the Csikszentmihalyi chapter is an example. Csikszentmihalyi (1999) Having studied Engestrom I prefer his Activity Systems. Tersa Amabaile in 'How to Kill Creativity' has a more easily understood Venn Diagram with 'Creativity' at the centre of Expertise, Creative Thinking Skills and Motivation.  (Amabile, 1998)

Context is important. Although I've put Apollo 13 here, we actually discussed some other example of ingenuity in a moment of crisis. This on the basis that creativity is often forthcoming at times of crisis (indeed one of the 'business guru's Jane Henry interviews charts innovation and creativity and puts in the need for pressure as delivery of a project is reached). The other examples remind me of the eclectic mix of backgrounds of my fellow students from whom some rich examples were given: the Army, Air Traffic Control, Manufacturing electronic lighting systems in Finland, TV, the NHS, Marketing, a County Council and so on.

Gwok Kann, Jackson Pollock, Greyson Perry and Travey Emin got a mention, as did Steve Jobs, James Dyson and Bill Gates. We got into pigeomn-holing people as 'innovative' or 'adaptive' and were warned of a 'two box thinking' (that we can quickly confine oursevels to a limiting debate).

Something similar was achieved by a Game where in groups we were given a set of nine cards: 7 with letters on them, one with a symbol and one blank. We were told to come up with a three letter anagram that would be readily understood by others. We did QE2, KPI and then by tearing the 'Pi' symbol in half and making it into an 'I' 'CIA'. In this instance we got into a conversation about how we set ourselves parameters, that we automatically follow rules and make assumptions even when there is no need to do so. We could have turned the cards over and written any letters we liked. The game had not come with a rule book.

Clearly I'll be adding to this, letting the tutorial act as a catalyst on the books, CDs and other online resources, as well as discussions in our tutor group.

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B822 Creativity, Innovation and Change AUDIO PACK

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Edited by Jonathan Vernon, Friday, 21 Feb 2014, 17:56

I am listening through a 28 minute audio on creativity, innovation and change.

This is part of the OU MBA programme, but for me an elective 30 credits as part of the Masters in Open in Distance Education having already taken H807, H808 and H800.

I need a transcript.

I would skim read it, then listen once.

Instead, on the third listening I find I am writing a transcript, bullet points becoming sentences, sentences becoming paragraphs, those interviewed gaining a picture from Google Images and a resume from the institute where they are currently based.

Where the interviews intercut, I am taking them back to FOUR single interviews.

I am deconstructing, as if I had conducted the interviews myself.

(Two hours later I have a fourth listen. Why? Because I believe that the effort made to extract learning from these audio tracks will pay dividends. The ideas will begin to mean something)

(24 hours later I have the Media Book that supports the audio. Not the transcript that I desire, but notes from the Course Chair Jane Henry. I am struck both by what I HAVE picked up from the audio, as well as arguments/opinions that totally escaped me, that I'll have to seek out simply to be sure that these things were ever said. As I am currently on Jury Service I am struck how we as humans are, indeed have to be, selective regarding what we see and hear. We cannot take it all in. Context is everything. We are not a sponge, at best a Gouda cheese).

Creativity. Innovation and Change

Charles Handy (born 1932) is an Irish author/philosopher specialising in organisational behaviour and management. Among the ideas he has advanced are the ...

Two major things:

1.Globalisation: organisations have got bigger to be there and smaller to be human

2.From things to knowledge/ideas.

People are identifiable people with names who have to be cossetted.

Reorganise into projects and teams so that people know each other.

  • Importance of informal contacts.
  • People reach out to people.
  • Inside and outside organisations.
  • Groups are there to deliver something.
  • Informal cells made official.
  • Managers can say what is wanted at the end of the project, but not how to get there.
  • Creativity will blossom.

People will have to reinvent themselves.

  • People want to feel they are giving their lives, or a bit of it, to something that matters.
  • What is it that people need?
  • Businesses that grow out of frustrations (Michael Young, Richard Branson)

Prof. Rossabeth Moss Kanter

Professor Kanter holds the Ernest L. Arbuckle Professorship at Harvard Business School, where she specializes in strategy, innovation, and leadership for change. Her strategic and practical insights have guided leaders of large and small organizations worldwide for over 25 years, through teaching, writing, and direct consultation to major corporations and governments.

Interviewed for the Open University's module B822 'Creativity, Innovation and Change' Module she talks for the need for:

  • Less bureaucracy
  • Emphasis on team work
  • On sharing leadership
  • Emphasis on customer responsive decisions … working on feedback directly from customers.

To be like leaders of volunteers.

  • I’m the leader here’s my vision, so that you can bring to it the best that you can do.
  • A sense of mission.
  • Motivated by the chance to learn.
  • Or if you have to leave.
  • An enhanced reputation.
  • You’ll get recognition.
  • People being owners of the business, to share in the value they create.

The ladders aren’t there anymore.

What’s my profession? What’s my skill set.

__________________________________________________

The Hollywood model

  • Where you get the best producers and directors, and some investors and actors. These sets of projects can be in the same company … if the company is providing.

______________________________________________________

For me this is a concept that rings most true having contemplated how to assemble a team of people with different skills, indeed, why a variety of skills are necessary and that these should be distinguishable and come from the contrebutions of several people. Currently, social media, is vested in one person, whereas it should be shared across several skill sets. The creative teams in advertising are made up of a copywriter and art director, in a web agency we had an editor, designer and programmer. In each case a producer is required too.

_________________________________________________________________

  • Employment relationships are shorter term. Employees have to recommit each year.
  • Engaging the minds and hearts of the people.

Prof. Charles Hampden Turner. The Judge Institute, University of Cambridge.

Charles Hampden-Turner (a dilemma enthusiast), they talk these days not so much of country stereotypes as the need to understand individuals. He received his masters and doctorate degrees from the Harvard Business School and was the recipient of the Douglas McGregor Memorial Award, as well as the Columbia University Prize for the Study of the Corporation.

Networks and accelerating returns.

  • A critical moment when the network becomes incredibly valuable.
  • The concept of the employee society is going to die.
  • A buffalo and being hunted down by Indians again ?!
  • Vs. being fad proan.
  • Think in terms of paradox.
  • Time and motion studies.
    But it ran to its own limits.

____________________________________________

Professor Henry Mintzberg, OC, OQ, FRSC (born in Montreal, 1939) is an internationally renowned academic and author on business and ...

  • People who are truly empowered don’t need to be empowered by managers. It doesn’t bring about more creative organisations.
  • Learning organisations as they have a healthy culture.
  • Build cultures that support maverick, a ‘why not?’ culture that a ‘Why?’ culture.

(See more about organisational configurations)

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What does it take to flourish in a team?

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Edited by Jonathan Vernon, Tuesday, 17 Apr 2012, 09:25

What does it take to flourish in a team?

Flourishing in teams West M,A., Sacramento, C.A, In 'Creative Management and Development. Henry, J (2011) pp25-44

Or 'how to develop team innovative teams'

New ways of doing things.

SEE FULL QUOTE

(West and Farr, 1990)

Initial creativity leads to innovation.

Innovation is dependent on: (Oldham and Cummings 1980)

For innovation to occur need to consider:

  • Team task
  • Group composition
  • Organisational context
  • Team processes
  • Skill variety
  • Challenge
  • Task identity
  • Task feedback
  • Autonomy

(Hackman and Oldman, 1980)

Innovative people are:

  • Creative Implementers
  • Think in novel ways
  • Think globally (see the wood for the trees)
  • Intellectual and see things in different ways
  • Analytic abilities
  • Practical & contextual abilities
  • Abilities to persuade others
  • And show openness (Barrick et al., 1998)
  • + they have confidence in their abilities.

Self-disciplined High degree of drive and motivation Concerned with achieving excellence (Mumford and Gustafson, 1998)

Innovative people have a high need for freedom, control and discretion in the workplace and appear to find bureaucratic limitations or the exercise of control by managers frustrating. (Barron and Harrington, 1981; West, 1987; West and Rushton, 1989)

1) Ensure the team task is intrinsically motivating

2) Ensure a high level of extrinsic demands as the task develops, so hands off to start but pressure mounting towards the end.

3) Select a team of innovative people

4) Select people with diverse skills and backgrounds

5) Provide organisational rewards for innovation

6) Create a learning and development climate in the organisation

7) Develop a climate for innovation in the organisation

8) Establish team norms for innovation

9) Encourage reflexivity in teams

10) Ensure there is clarity of leadership in the team and that the leadership style is appropriate for encouraging innovation.

11) Manage conflict constructively and encourage minorities to dissent within teams.

12) Don't just bond ... Bridge.

CONCLUSIONS

The 'whole' task, its entirety. Brainstorming away from the everyday. Later pressures. Fully integrated team working

REFERENCE

Barrack, M,R; Stewart, G,L; Neubert,M,J; Mount,M,K (1998) relating member ability and personality to work-team processes and team effectiveness. journal of applied psychology 83 , 377-91

Barron, F.B and Harrington, D.M  (1981) Creativity, Intelligence and Personality in M.R. Rosenweig and L.W.Porter (eds) Annual Review of Psychology, 32, 439-76.

Hackman, J, R and Oldman G,R (1980) Work Redesign. Reading, MA.

Mumford M,D and Gustafson, S,B (1998) Creativity Syndrome: Integration, application and innovation. Psychological Bulletin, 103, 27-43

Oldman, G, R and Cummings, A (1996) Employee Creativity: personal and contextual factors at work. academy of management journal, 39 (3), 607-34

West, M.A (1987) Role Innovation in the World of Work. British Journal of Social Psychology, 26, 305-15.

West, M,A and Farr, J,L (1990) Innovation at work. In M.A.West and J.L.Farr (eds) innovation and creativity at work: Psychological and Organisational Strategies, Chichester, England.

West, M.A and Rushton, R. (1989) Mismatches in work role transitions. Journal of occupational Psychology, 62 271-86

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B822 leadership. Have you got it?

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Edited by Jonathan Vernon, Saturday, 8 Dec 2012, 00:06

What makes a highly effective leader?

SELF-AWARE

Initiative Strategic Vision A thirst for constructive criticism A self-depreciating sense of humour Play to strengths. But most important of all Emotional intelligence.

SELF-REGULATE VS Impulsive behaviour.

Self-regulation that frees us from being prisoners of our feelings (2006:126) Creating an environment of trust.

MOTIVATION

Motivated to achieve. Passion for the work itself Keep track of scores. Committed to the organisation

EMPATHY

Thoughtfully considering the employees feelings. Coaching and feedback.

SOCIAL SKILLS and rapport

N.B. emotional intelligence can be taught.

REFERENCE

Goleman, D (1998) What makes a leader? Harvard Business Review, November, 93-102

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B822 block 2 Week 12 NEO Five Factor Inventory

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Edited by Jonathan Vernon, Wednesday, 30 Nov 2011, 21:52

Unplugged from the regimented study planners of MAODE I find because I have a box of books and a file of inline resources I can dip in where I like.

Caught up in discussion about MBTI types I stumbled across this:

Student Inventory Questionnaire

And did it, only to find it forms part of block 2 and comes into play at the Residential Schools in January. I don't expect to change much un the intervening time (whatever life throws st me).

Openness

Your score on Openness to Experience is high, indicating you enjoy novelty, variety, and change. You are curious, imaginative, and creative. High scorers on this scale use fantasy as a way of creating a richer, more interesting world.

Artistic Interests.

High scorers on this scale love beauty, both in art and in nature.

Emotionality.

Persons high on Emotionality have good access to and awareness of their own feelings.

Adventurousness.

High scorers on adventurousness are eager to try new activities, travel to foreign lands, and experience different things. They find familiarity and routine boring, and will take a new route home just because it is different.

Intellect.

Intellect and artistic interests are the two most important, central aspects of openness to experience.

High scorers on Intellect love to play with ideas.

They are open-minded to new and unusual ideas, and like to debate intellectual issues. They enjoy riddles, puzzles, and brain teasers.

Intellect is an intellectual style, not an intellectual ability, although high scorers on Intellect score slightly higher than low-Intellect individuals on standardized intelligence tests.

Your level of intellect is high.

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B822 All Change!

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Edited by Jonathan Vernon, Wednesday, 7 Dec 2011, 12:57

A few paragraphs into my first course book after a year of having everything online and I am once again drawn to reflect on the pace, scale and scope of technological advance on the one hand, while people don't change one jot, even to the degree that toppled dictators are shot in the back of the head (scenes my 13 year old son guiltily admitted to following on YouTube without the slightest concern for what my generation would have called a snuff movie and have censored all images, still and moving).

40 years ago: 'No mobile phones, no satellite television, no bio-engineered plants, Cloned animals, Micro-surgery or precision missiles that can hit a ventilation shaft from thousands of miles away'. Henry 2010:13

Just 10 years ago and there is no Facebook nor Google, no YouTube either.

It's getting to the stage when the speed of change is so swift that looking back only 4 years feels like a glimpse of another era without Twitter or iPads. I went from following the Japanese tsunami on various satellite channels, BBC24, CNN the Japanese NHK, to watching it from Smartphone content uploaded to YouTube.

Didn't people once fear that travelling at over 30 mph in a train they would disintegrate ?

Personally I feel that my mind risks disintegration trying to keep up with the rate of change, my mind fed by Zite and Stumbleupon, the spherical probably the latest thing to capture my attention and sustain my interest for longer than a week.

1970-2010

Growing up in the 1970s I often bemoaned the fact, and into the 1980s, that compared to my Grandfather (born 1896, died 1993), that 'not much had happened' OK, I had no desire to wish two world wars on us, but I didn't think colour TV, Stylophones and Space Hoppers were significant (A man or five on the moon was an achievement of course).

By comparison what had 1870-1910 seen?

Age 14 my Grandfather started work as the Office Boy, they had telephones, cars had appeared and were already hogging the roads, Airoplanes  were up and Bleriot had crossed the English Channel .There was no QWERTY keyboards, but movies were stretching to a second reel. 

The forty year stretch 1910 to 1950 saw the establishment of motor vehicles, Airoplanes and telephones,  cinema burgeoned and radio was everywhere with TV in  the wings.

REFERENCE

Ask via Google Yahoo by way of Google

Henry, J (2010) Creativity, cognition and Development. Book 1: 'Creativity, Innovation and Change'.

Wikipedia via Google 

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eht egnahc uoy yaw ees flesruoy 

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Edited by Jonathan Vernon, Tuesday, 25 Oct 2011, 17:01

eht egnahc uoy yaw ees flesruoy by Kathryn D. Cramer, Ph.D. and Hank Wasiak

Change the Way You See Yourself is offered by Alan's Cre8ng

Challenges (http://www.cre8ng.com/CC/) which in turn forms part of a collection of resources in 'Creativity, Innovation and Change.' (B822)

The opportunity exists, with a week still to go, to consider the differences between an MA module with the Institute of Educational Technology and a MBA module with the Open University Business School. 

A 2 1/2 hour tutorial in the first week of November is new; there is no set tutorial time in the MAODE.

Other than a few shared emails my only ever interaction with the tutor was as part of a tutor group live using Elluminate or in asynchronous forum threads. 

The international mix is more apparent too with a strong contingent from 'Continental Europe'.

'Change the Way You See Yourself' asks you to get others to consider your strengths and weaknesses.  

The exercise Alan Robert Black Ph.D then asks you to do in this instance (he has a decade of activities in his collection) is, from Monday through to Friday consider thing that would take a day, week, month, quarter or year or then on Saturday reflect on these and set out to 'change yourself'.

This is an exercise that Benjamin Franklin followed we are told.

This draws on Alan Black's work where he used a list of 52 traits of highly creative people (20 from Paul Torrance's TTCT work over 50 years and 32 from a study he did of traits of highly creative people in 1980 as part of his doctorate when he collected 400 different traits from reading articles by 147 different authors, consultants, researcher, professors who focused on creativity and creative thinking development).

This then an era when creativity was considered to be a trait or condition of some people, rather than an innate part of human nature. Is it not the case that we consider all people to be creative?

Alan Black has updated this resource each year from 1998 to 2010 (where he offers exercises for the first quarter only). This is one of 26 links offered to B822 students, with Dyson, ICI, Edward de Bono and a daily quote from Frank Zappa in here too.

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B822 WK 1 Creativity, Cognition & Development (Activities 1.1 to 1.4)

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Edited by Jonathan Vernon, Friday, 21 Feb 2014, 17:52

CHAPTER 1 CREATIVITY (pp13-30)

 

What a fool. I always thought of business as boring.

I was a creative, an actor or performer, a writer or director, a visualiser. Yet beyond the antics of the undergraduate each of these can only happen in the context of a business: they have to be financed.   Perhaps for too long I toyed unsuccessfully with the idea of being alone in a space with paints or pens (actually a MAC and a Wacom board).


I take notes, pen onto paper, while reading from an iPad. I will get home and find a box of books and will then read from paper and take notes on the iPad. My inclination is to have TWO tablets, one in my left hand to read (a Kindle if it will take the PDFs) the iPad under my right hand so that I can type in notes as I go along.


MY NOTES:

 


* developments so fast that they are unpredictable.

* expect the unexpected (Handy, 1991)

* increasing competition

* increasing pace of change

* need to add value through continual innovation

* globalisation

* creativity, knowledge & innovation over capital, labour & land

*growth in value of intangible assets

*

I can see that B822 complements H807 'Innovations in E-learning'.

In truth this already is closer to what I perceived H807 would be as there is substantial use of audio and video.


Table 1.0 Innovations with major impact on human history
I want to return to this, add to it and include images.

Plenty will be available under Creative Commons and Google Images.


ACTIVITY 1.1 How would I define creativity?
Innovative problem solving (business, technical, communications, aesthetic) with the outcome a product or artefact that is unique and possibly challenging or controversial.
WHAT ASSOCIATIONS DOES CREATIVITY HAVE FOR YOU?
The arts and media, from TV to film and music, theatre, art, books, ceramics and sculpture to creativity in commerce with advertising and architecture. Even putting up a pedestrian bridge can be a creative endeavour. Or making a sandcastle.
WRITE DOWN WORDS AND PHRASES THAT IT SUGGESTS TO YOU
illustration  Design Copywriting Inventiveness Innovative Clever Head turning Memorable Unique Controversial Skilled
ALSO THINK OF:
Problem solving (appropriate) New Novelty is relative Lasting impact
ACTIVITY 2.1
WHAT DO YO THINK CAUSES CREATIVITY, AND WHERE DO NEW IDEAS COME FROM?
In adverting a creative team, a copywriter and art doctor sit together to come up with ideas to sell a product based on a Creative Brief that answers the question 'what is the problem?' in this respect creativity is about solving problems, indeed movie producers and directors define film making as solving problems. Greyson Perry, the ceramicist, argues that 'creativity is mistakes', indeed creativity needs to be a challenge and a risk if the requisite innovation is to occur. For me creativity therefore comes from the desire to overcome a problem, which applies as much to composing a new song, writing copy or a book, designing a new machine, simplifying source code, drawing a sel-portrait, even making a meal with left-overs from the cupboard.
Creativity can be taught and engendered in everyone. The 'genius' is rarely born with a god-given gift, often a parent has pushed them to acquire and practice skills from a very early age. The successful 'creative' may well put in far more hours than Others, even possess a keener, more urgent desire and curiosity. 
1950s an ability  1960s mental flexibility 1970s relevant experience 1980s intrinsic motivation 1990s work culture
(Engestrom's ideas of activity systems are worth bringing in here).
ACTIVITY 1.3
Think about two or three people fro the worlds of: Science: Prof. Brian Cox - his ability to communicate the complex in a clear and memorable way. Art:  Stephen Appleby - transvestite cartoonist. Caravagio, but perhaps not the Pre-Raphaelites. Jackson Pollock, Salvador Dali and Picaso. Music: Bjork - weird and wonderful, Gary Neuman, David Bowie ...  Business: Dyson - from the cyclone vacuum cleaner to the air-blade. Sport: George Best - I don't even follow football but at times his skill looks inventive, playful and in control. Some skiers and skaters. Literature: Haruki Murakami - he has a voice of his own. Henry Miller, Will Self ...  And any others: The Saatchis for their advertising in the 1980s; Terry Gilliam and the Monty Python Team. Fashion: Jean-Paul Gaultier - how he dresses, what he design. Architects such as Richard Rogers and Zaha Hadid.
QQ. What do I think is creative about them or what they produce?
It can be outrageous, it works, it solves a problem, it leaves a lasting impression. They may be extrovert, outrageous self-publicists or introvert, even quite 'normal' like James Dyson, Terrance Conran or John Hegarty (Bartle Bogle, Hegarty). They persevere, they are confident or know no better than to be themselves writ large. They learnt their trade from the bottom up and stuck with it.
ACTIVITY 1.4
Think of someone creative people you know, and from work: a friend, relative or child. 
What sort of people are they and how do they do thing?
They are observers and can be set apart. They can be egotistical and rubbish at time keeping and the everyday and mundane. They think a lot. They draw upon multiple references. They are highly intelligent. They may be troubled souls in conflict with themselves and the world. They care about their craft skills. Are they performers of sorts seeking cognition as well as reward for what they do? They are the first to do it? They are focused and goal driven.
But the truth, in a business setting might be quite different, with the 'creative' in this setting the good listener and team player?
REFERENCE


Handy, C. (1991) 'The Age of Unreason' in Henry (1991)


Henry, J., Mayles, D., Bell, R., et al (2010) Book 1, Creativity, Cognition and Development.

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B822 WK Zero - 10 days Creativity and change from Newcastle-upon-Tyne to Kobe, Japan

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Edited by Jonathan Vernon, Friday, 21 Oct 2011, 04:18
I tried to describe what it is like to be about to embark on 150 hours of studying (or is it more?) with three assignments (and an exam?)
There is a buzz.
Like people in the lobby of a theatre ahead of a show.
I think of the Kathryn Tickell concert the other night, outside the auditorium at The Stables;
I think of my first RSC Shakespeare at the Theatre Royal, Newcastle. I still have the programme featuring Derek Jacobi, in Hamlet I think, so ... 1978?
But we are no audience, we are the Players.
Perhaps it would be better to think of us as members of a newly formed orchestra about to meet Sir Simon Rattle.
Ten days 'til the doors open; some have popped in to say hello then gone off to prepare for then sit an exam.
Many now add in brackets where they are:
Hamburg, Bratislava,   San Jose, Costa Rica, Kobe, Japan, Frankfurt, Newcastle, Kent, Bristol, For a module on creativity an international mix, with the widest variety of backgrounds, should result in fireworks. Meanwhile for the 1998 paper 'How to kill creativity' (Amabile) alone I feel the my working life exposed, enhanced and potentially 'enabled'. Decades ago I hung to the belief that I would learn by doing and three times set up fledgling production companies, too often these were conduits for my 'talent' yet I see that all of us needed to be gaining intrinsic value, indeed the most success came with non-commercial short films where this spirit had to be fostered.
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Norwegian Wood

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Edited by Jonathan Vernon, Friday, 21 Oct 2011, 04:17
It was my first Haruki Murakami read recommended by Susannah Waters whose writers' group I had joined in 2002 or 2003. She said I wrote like him. Rambling stream of consciousness with lashings of self-doubt, introspection and sex? I recall considering how as a writer he kept the development of several relationships hanging through to the end. I recall feeling in a similar way between several relationships where no one could commit. I recall the landscape so evocatively portrayed in this film. And now I'll download the book and see what I make of it. Much more here: www.mymindbursts.com
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B822 is the idea A,U,A?

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Edited by Jonathan Vernon, Tuesday, 8 Nov 2011, 18:28

Actionable Useful Appropriate (Amabile 1998:77)

Even regarding Social Media I am asked this all the time, let alone my call for more use of video and 'user generated content'.

It being 'creative' is not enough, value must be apparent, predictable, then measured and monitored. At times processes want the Jack in the Box; while I want it 'out there' turning heads and grabbing attention.

I am taken by the diagram that puts creativity at the intersect of Expertise, Creative Thinking and Motivation, but when I read about intrinsic motivation over extrinsic I grin: this is familiar territory, personally it is what makes me tick, and appropriately in the week I am interviewed to volunteer at the Olympics and on the evening I agree to some pro bono work for my old swimming club, I am reminded of the role intrinsic motivation plays in sport.

The intrinsic motivation principle of creativity: people will be most creative when they motivated primarily by the interest, satisfaction and challenge of the work itself and not by external pressures. (Amabile 1998:79)

THE CREATIVITY MAZE (Amabile 1998:80)

A mouse is extrinsically motivated to find the cheese in a maze and will in time take the direct route to the goal however many twists and turns there are.

The creative person, for the love of the maze will question every twist and turn and ultimately uncover a quicker or more direct route through, over or with the maze. 

I've found me again.

Repeatedly trying against type to be the mouse I become unstuck. I've been there, in the context of film production, I have been the producer who hires people who are motivated to achieve what they perceive as required for the project.

Money matters, but I have worked with people who do it for free and are equally if not more motivated to deliver and are prepared, as I have twice done (short films: 'Listening In' and 'Watersprites', to work through the night). (Both on YouTube under JJ27VV)

I can indeed apply what I learn today, today.

An OU motto used only the other morning by our Dean Prof. James Fleck (or in my case what I learn tonight, I can apply in a few hours time to question how creativity is facilitated or crushed by the system and little ways to feed the motivation of those around me).

Not satisfied simply to read this, take notes and screen grabs, I feel I will be sharing links or copies with close colleagues, faculty and campus colleagues as a means to seek a modus operandi that facilitates creativity.

At this point, unusually I must break off this conversation and contemplate where I place such deeper and potentially sensitive and private reflection.

Ideally this would be into the pages of a locked e-portfolio blog, or alternatively offline (initially) into a relational database such as FileMaker Pro.

Serendipitous to be on this module now and for the first article I read to be this one?

(though I should have been doing an MBA the year before this paper was published).

Reference

Amabile. T.M. (1998) pp.77-79 How to kill creativity. Harvard Business Review. October to September.

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B822 WK ZERO Day -12 Action Stations eCrayons at hand

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Edited by Jonathan Vernon, Tuesday, 17 Apr 2012, 07:36

Let's say I'm going to blog this one by the day; not at all hard to do.

I am an habitual diary-writer with a 37 year track record. Can I, however, make this more of a tool and less of a toy, this is after all a module from the Business School and according to discussions (in the 'Open University Business & Law School') 'transformative' (alumni rave about it) i.e. more reflection and less indulgent 'stream of consciousness' monologue spoken through my QWERTY fingertips?

I stumbled into the module pages as an alert on my Student Home pages indicated that a message had been posted.

It looked ominously playful with each sentence a different Rainbow red, orange, purple or blue.

That's a first!

The Course Chair likes his e-crayon set.

(He did kindly resist using multiple fonts, though, research has shown that making something physically difficult to read improves retention of the information expressed because the mind has to work at extracting meaning).

To course notes

I ALWAYS make the a space of my own by cutting out and posting elsewhere the bits that matter to me: here is how my six months will be spent; two months each of:

  1. an introduction to the module concepts that focuses on the individual level of creativity, cognition, style and development.
  2. team-based and individual approaches to creative problem management.
  3. ways of developing organisational innovation and climate.

A box of resources, books and maybe a DVD awaits me at home (I away from home during the week) Let the FUN commence!

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Too busy to blog (again)

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Edited by Jonathan Vernon, Tuesday, 17 Apr 2012, 07:31

 

IMG_0316.JPG

Fig. 1. Display of the Olympic Village, ExCel, Custom House, London Docklands. Part of a display for the 3,500 Gamesmakers who are being recruited over the next months to support the Olympics next summer.

Not blogging is for me a loss as I have always used a diary (1974-1999) and then a blog (1999-to present day) to provide a record or archive of what is hitting my head every day.

This provides, during times of reflection, the opportunity to think over events. (With a diary I might not look back at a page for a decade, but at least it was there).

I have little doubt that this is because I am between modules. Creativity, Innovation and Change (B822) kicks off in November.

Many colleagues keep a 'daily log or notebook'. I used to, but found I'd fill them too quickly. I favour IT to assist, sort, store. I will 'forget about' something in the knowledge that I can draw it from my electronic 'brain'; this of course assume that the content has made it that far. So a blog is a repository. The problem is which blog? These have a habit of splitting into multiple folders.

Nor is this blog the place for Social Media and Online Communications (my role at the Open University Business and Law School). Though at times there is considerable overlap with all that I have learnt in the Masters in Open and Distance Education. (Modules H800, H809 and H807 completed).

Nor is it the place for my potential adventures with the London Olympics 2012, which had me (like a number of OU Colleagues) attending a 'Gamesmaker' presentation and interview yesterday. I have been lined up for the Press Office, potentially to contribute to the Knowledge & Information desk which will draw in educational value from the events to share with future Olympics, otherwise either in the Olympic Village editing/writing a regular newsletter, or at one of the venues 'door-stepping' athletes and getting their words to the media centre.

My summer 'vacation' 2012

A part solution to the failure to post a blog is:

1) I took notes (directly into an iPad for the most part, so no need to transfer/transcribe)

2) I took pictures (sometimes with the iPad, now with an iPhone, such grabs of presentation slides that I immediately upload to Picasa Web. These in turn would be best placed in a photo friendly blog in WordPress, FlickR or Tumblr, though currently they are saved into locked galleries online).

3) I keep a daily log/notes of my day, aggregating content of interest from RSS Feeds (LinkedIn groups and Blogs) as well as Google Alerts. This has always remained offline. I need to get it into FileMaker Pro so that is it more searchable.

The above to provide a catalyst for developing further any one of these topics at a later date (if at all), but usually easy enough to discover if blogged (private view), or put into a relational database software package such as FileMaker Pro.

I therefore have a record of events, meetings, presentations and so on, which include:

MONDAY PR and the words of students and alumni from discussions and requests to our growing groups in LinkedIn.

TUESDAY Interviews with Alumni (three of the 1996 graduation group reflecting on their experiences of the MBA and what they have done since). Brief a TV production company.

TUESDAY Creation of a blog for Open University Business Network. Kathryn Tickell at the Stables (or was that last week ?!)

WEDNESDAY Using Camtasia, Audacity, a MAC and the Institute of Educational Technology 'Podcasting Suit' to produce a video-version (animation/movie) of a presentation I gave on Social Media in Higher Education which I wish to induct academics (or their teams) to use to compress 45 minutes lectures into scripted pieces that are more 'Web Friendly'.

WEDNESDAY Tweet inaugrual lecture of Professor Cherie Booth and the acceptance speech of Leslee Griffiths BA.

THURSDAY Personas and Mental Mapping (an OU technique to understanding and predicting visitor behaviours when using online materials)

THURSDAY Communications, Leadership and Influence (a presentation by the new Director of Communications). I took from this the need to make the time and effort to empathise with colleagues with whom I work.

THURSDAY Open University Businesss Network (a series of quarterly breaksfast briefings for local business people that started on Thursday)

THURSDAY Edit of interview visiting fellow from Ghana

 

 

 

 

 

 

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The Northumbrian Pipes

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Edited by Jonathan Vernon, Wednesday, 26 Oct 2011, 07:23

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Kathryn Tickell was at The Stables, Milton Keynes last night.

The music was wrapped around the stories of shepherds and farm labourers on the hills of the North Tyne valley. My father's great grandparents and several of my mother's too came off the land above Hexham, from Newton, to Chatton and Alnwick, to find work on Tyneside in the mid to late 19th century.

For a while my father lived in Chollerford, on the North Tyne and I was at school for five years down the road at Newton.

Trips out to Kielder, before and after the reservoir, were common. We often drove into Scotland over the fells via Wooler and Jedburgh.

In the 1920s my grandmother and her sisters would go and stay in Rothbury for the summer.

Northumberland, you could say, has some resonance for me.

I have a book of memoirs from 100 years ago which were brought up to date with stories of dreadful winters in 1963 which I don't remember and of 1979 that I do as I often struggled trying to get from my father's place in the Eden Valley, to my girlfriend in Wylam then home to Gosforth.

Picnic spots, school camping trips, parties in Church Halls and even singing in The Tynedale Festival and in churches in Hexham, Corbridge, Matfen and Alnwick.

Do I hanker after it?

The brackish water, bogs and ferns? a drive along the Military Road below Hadrian's Wall would be enough.

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Serendipity, Creativity, Innovation and Change (B822)

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Edited by Jonathan Vernon, Tuesday, 17 Apr 2012, 07:12

With another 60 credits to achieve the MA in Open & Distance Learning I learnt I could 'stretch my legs' and pull in some points from other fields of study.

B822 is a Faculty of Business and Law School module; its fans, I have learnt are many and vocal.

My fear is the return to books and studying after a too brief interlude; it doesn't half muck up your weekends, what is more it has taken me entirely away from something else that I do (or did): writing fiction.

My fear too is that I am at the Faculty where the module was written and from where it is taught so there is little distance for me with this piece of distance learning.

However, that Muse 'Serendipity' just came to my rescue (during an interlude from sleep where I was busily asking myself 'should I' or 'shouldn't' I?

I stumbled upon the blog of Barbara Wilson, which happens to be my late grandmother's name, she happens to be an OU Lecturer in Creativity and Leadership (living in France) and her latest blog is about a paper from one of the authors of B822 which I promptly download and put into iBooks.

Being playful and smart?

The relations of adult playfulness with psychometric and self-estimated intellegicne and academic performance.

It doesn't take much for me to feel the familiar comfort of reading, contemplating the application of ideas and taking notes. In one respect I spent a year, full-time, studying this at the 'School of Communication Arts'. Let's see.

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Why do you blog? What will keep you going?

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Edited by Jonathan Vernon, Tuesday, 20 Mar 2012, 04:57

There are good reasons to encourage more people to do this, to share thoughts and ideas online, to reflect on their work, to aggregate ideas (like a portfolio), to generate and share content.

What do you think?

Why have YOU embarked on this journey?

What will motivate you to keep doing?

How about every day for a year?(the goal of us early bloggers in 1999).

 

photo%252520%25252820%252529.JPG

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50 Today - I could sulk, or reflect

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Edited by Jonathan Vernon, Sunday, 2 Oct 2011, 07:43

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P.S. And an age-appropriate photo will replace the happy Dad of 9 years ago that you currently see. Intellectually I feel like a 19 year old - fighting fit and argumentative. The way I will go down here on in.

I have never gone grey, not lost much hair, still swim a mile or more a week ... avoid the sun, but tan easily.

I do NOT need reading glasses ... but my skin, in places is starting to look like rice paper ... I'm a baby of the 60s.

Thrilled to be alive, highly mixed up in e-learning ... a century ago (like my grandfather) it would have been planes, motorbikes and cars.

About to go out and eat on an extraordinary evening on the South Downs with views across the English Channel with the three people who matter the most to me in all the world, my wife and children.

Have I done my bit?

When they emerge from university and have five years steady employment, with a partner ...

When do you let go?

Given than my mother's parents, aunts and uncles reached their 90s ...

I feel, and celebrate that we never let go.

If in 50 years time my mother and my siblings and our cousins and second cousins and our children are all still present ?

  • I want to have a role in the Olympics.
  • I want to have a role in remembering the First World War.
  • I want to be a grandparent.
  • I'd like to be by the sea and on it most days.
  • I'd like people to grin with pleasure feeling they've achieved something extra-ordinary and unexpected.
  • This for me is the OU.

P.P.S. I am neither jingoistic or necessarily a patriot. The above is a statement of circumstance. Those millions of us living here ought to reflect more often on how great it is to live a life in peace, with food, a roof over our heads, clothing and friends. The challenge of the next 100 years is to educate some people not to abuse it: flytipping stinks, littering is no better. There are too many people in our society who frankly don't give a monkey's +@#

 

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E-scholar, digital scholar, e-prof or e-reader?

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Edited by Jonathan Vernon, Sunday, 13 Oct 2013, 13:50

We'll have dropped the suffix 'e' with a year and the descriptors such as 'digital' sooner.

Learners should not be defined by the technology they use, whether books, TV, computers, or interactive web-content; they should be defined by the processes of myelination that is going on regardlessly, in it's most mysterious ways, under our thick skulls.

Who indeed is the 'digital scholar', an academic now an 'e-reader' in 'Enter Subject Specialisms Here'.

Some answers are offered in Martin Weller's book 'The Digital Scholar'.

My favoured observation post is to watch out for this slippery fish in the OU Student Blog Roll, more a stream of fish-fry commencing their online, 'electronically-enhanced' learning journey, than a mere list, more news feed, though refreshing from the perspective of the new, rather than the rehearsed and practises mind.

Once a fish, now a fisherman?

I have another 12 months in these waters, more if I postpone completing the MA (more by accident than design, I've not registered for the next module yet - whatever that might be).

The choices are bewildering, not least because I can drift off to do something with a different Faculty.

Part of the brilliance of The OU to enable such choices. Creativity and Innovation with the Business School is attractive.

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78 things to think about when it comes to e-learning

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Edited by Jonathan Vernon, Saturday, 3 Nov 2012, 06:33

Or should that be 64 things and 14 academics ? (a number that could be doubled from our reading lists with ease).

ELearning%252520MindMap%252520SNIP.JPG

What about the others?

What have I missed out?

Some tools:

  • VLE
  • Forums
  • Google Alerts
  • Bubbl.us

Do please add some of your own to see if I can get it up to the cliched 101.

 

 

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Four ways to be a 'Digital Scholar'

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Edited by Jonathan Vernon, Sunday, 16 Oct 2011, 05:05

If Boyer's four main scholarly functions were research, application, integration and teaching, then I would propose that those of the digital scholar are engagement, experimentation, reflection and sharing'.

Weller (2011 in Chapter 4, 20% of the way through, Kindle Location 1005. Is there a page number related to a print version? Amazon say not in a polite, informative and lengthy e-mail. What therefore is the answer to this referencing conundrum?)

Does Weller's suggestion make anyone who keeps a student blog and shares it openly like this a scholar?

Making us all digital scholars?

(I love the term as a hundred years ago in Census Returns it was used to describe anyone attending an academic institution, whether school or university).

Goals of the Scholarly Activity

  • Provide students with an opportunity to employ their unique skills and talents to pursue a project of their choosing under the mentorship of an expert in the field.
  • Provide mentorship and guidance for students interested in careers that integrate research, teaching, and clinical service (academic medicine).
  • Foster development of analytical thinking skills, rational decision making, and attention to the scientific method.
  • Enhance communication skills.
  • Enhance self-directed learning.

 

Reference

Boyer, E.L. 1990. Scholarship Reconsidered: Priorities of the Professoriate. The Carnegie Foundation for the Advancement of Teaching, Princeton, NJ.

Weller, M., (2011) The Digital Scholar

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H800 Forum Strengths & Weaknesses

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Edited by Jonathan Vernon, Friday, 5 Oct 2012, 23:34
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