A comprehensive look at the promise and potential of online learning In our digital age, students have dramatically new learning needs and must be prepared for the idea economy of the future. In Getting Smart, well-known global education expert Tom Vander Ark examines the facets of educational innovation in the United States and abroad. Vander Ark makes a convincing case for a blend of online and onsite learning, shares inspiring stories of schools and programs that effectively offer "personal digital learning" opportunities, and discusses what we need to do to remake our schools into "smart schools." Examines the innovation-driven world, discusses how to combine online and onsite learning, and reviews "smart tools" for learning Investigates the lives of learning professionals, outlines the new employment bargain, examines online universities and "smart schools" Makes the case for smart capital, advocates for policies that create better learning, studies smart cultures
CEO Barry Halton is beginning to think he's not cut out to carry a company from ordinary to extraordinary. After a great start-up, his second company has hit an all-too-familiar wall.Frustrated and discouraged, he runs into an old friend who introduces him to The Collaborative Way(R), a way of working together that not only builds a great place to work but also generates the competitive advantage Barry is looking for.Three years after that chance encounter, the result is a dramatic change in Barry's leadership and in the leadership throughout his company-a tremendous growth in collaboration that's moving the company forward in a powerful and inspiring way.
Named the Best Management Book of 2021 by strategy+business Named one of "this month's top titles" in the Financial Times in September 2021 Named to the longlist for the 2021 Outstanding Works of Literature (OWL) Award in the Management & Culture category A plan for conquering collaborative overload to drive performance and innovation, reduce burnout, and enhance well-being. Most organizations have created always-on work contexts that are burning people out and hurting performance rather than delivering productivity, innovation and engagement. Collaborative work consumes 85% of employees' time and is drifting earlier into the morning, later into the night, and deeper into the weekend. The dilemma is that we all need to collaborate more to create effective organizations and vibrant careers for ourselves. But conventional wisdom on teamwork and collaboration has created too much of the wrong kind of collaboration, which hurts our performance, health and overall well-being. In Beyond Collaboration Overload, Babson professor Rob Cross solves this paradox by showing how top performers who thrive at work collaborate in a more purposeful way that makes them 18-24% more efficient than their peers. Good collaborators are distinguished by the efficiency and intentionality of their collaboration—not the size of their network or the length of their workday. Through landmark research with more than 300 organizations, in-depth stories, and tools, Beyond Collaboration Overload will coach you to reclaim close to a day a week when you: Identify and challenge beliefs that lead you to collaborate too quickly Impose structure in your work to prevent unproductive collaboration Alter behaviors to create more efficient collaboration It then outlines how successful people invest this reclaimed time to: Cultivate a broad network—not a big one—for innovation and scale Energize others—a strong predictor of high performance Connect with others to reduce micro-stressors and enhance physical and mental well-being Cross' framework provides relief from the definitive problem of our age—dysfunctional collaboration at the expense of our performance, health and overall well-being.
"Deciding when to collaborate - and when not to - is the first critical step in disciplined collaboration. To master collaboration is to know when not to do it. ... Highlights common collaboration traps that managers must avoid. ... Also identifies four major barriers to successful collaboration - the "not-invented-here" syndrome, hoarding, search problems, and transfer issues - and show leaders how to spot them." - cover.
Most teams underperform. Yours can beat the odds. If you read nothing else on building better teams, read these 10 articles. We’ve combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you assemble and steer teams that get results. Leading experts such as Jon Katzenbach, Teresa Amabile, and Tamara Erickson provide the insights and advice you need to: Boost team performance through mutual accountability Motivate large, diverse groups to tackle complex projects Increase your teams’ emotional intelligence Prevent decision deadlock Extract results from a bunch of touchy superstars Fight constructively with top-management colleagues
Sales genius is a team sport. As a B2B sales leader, you know that by Murphy’s Law, despite your team's best efforts, some deals will inevitably get stuck or key relationships will go sour. And too often, it's the most important ones—the last thing you need when millions of dollars are on the line. "Dealstorming" is Tim Sanders’s term for a structured, scalable, repeatable process that can break through any sales deadlock. He calls it “a Swiss Army knife for today’s toughest sales challenges.” It fixes the broken parts of the brainstorming process and reinvigorates account management for today's increasingly complicated sales environment. Dealstorming drives sales innovation by combining the wisdom and creativity of everyone who has a stake in the sale. You may think you are applying teamwork to your challenges, but don't be so sure. There's a good chance you're operating inside a sales silo, not building a truly collaborative team across your whole company. The more disciplines you bring into the process, the more unlikely (but effective!) solutions the team can come up with. Sanders explains his seven-step Dealstorming process and shows how it has helped drive results for companies as diverse as Yahoo!, CareerBuilder, Regus, and Condé Nast. You'll learn how to get the right team on board for a new dealstorm, relative to the size of the sales opportunity and its degree of difficulty. The key is adding people from non-sales areas of your company, making them collaborators early in the process. That will help them own the execution and delivery after the deal is done. The book includes real world examples from major companies like Oracle and Skillsoft, along with problem finding exercises, innovation templates, and implementation strategies you can apply to your unique situation. It's based on Sanders' many years as a sales executive and consultant, personally leading dozens of sales collaboration projects. It also features the results of interviews with nearly two hundred B2B sales leaders at companies such as LinkedIn, Altera and Novell. The strategies laid out in Dealstorming have led to a stunning 70% average closing ratio for teams across all major industries, leading to game-changing deals and long-term B2B relationships. Now you can learn how to make dealstorming work for you.
This literature review has the goals of: (1) reviewing and summarizing the existing research literature on factors which influence the success of collaboration; and (2) reporting the results of the research literature review so that people who want to initiate or enhance a collaborative effort can benefit from the experience of others. The review used computer-based bibliographies, contacted researchers interested in the topic, and tracked down bibliographic references in each document obtained. The scope of the search included the health, social science, education, and public affairs arenas. From the 133 studies examined, the screening excluded those documents that were general "how to" manuals, did not meet the definition of collaboration, or failed to meet other research criteria. After the screening, 18 studies remained and were reviewed carefully. The findings of the studies were blended together to identify 19 factors that influence successful collaboration. Contains 32 references. (EH)
Collaborate, or die! Knowledge has become the new source of wealth, and the co-creation and sharing of knowledge through collaboration, the key to the success of today?s organization. Collaboration is everyone?s business and every business?s concern. Unfortunately, the mindset of most business people is not one of cooperation, but of competition. Collaborate to Compete, offers a practical, applied approach to fostering a spirit of cooperation not just within an organization, but also with suppliers, customers, and even competitors to gain a competitive advantage. Many knowledge management initiatives and approaches have failed in their attempt to harness and share the knowledge resident in organizations because they focus on technology, systems, and the valuation of intellectual property, but often neglect the human side. Collaborate to Compete goes beyond the traditional technological approaches of knowledge management systems to address the human challenges, as well as the psychological, cultural, and organizational barriers to employees, suppliers, and customers actually using these systems. Collaborate to Compete Shows how to create an atmosphere of trust, teamwork and collaboration and the promotion of emotional intelligence. Offers practical tools, processes and exercises that are helpful in developing a culture of collaboration. Introduces a unique assessment instrument, the Collaboration Quotient?, that measures the readiness of individuals and of their organization to collaborate. It is also used to monitor the organization?s progress in developing collaboration. Provides a detailed design for a practical and effective Internet-based knowledge network that facilitates knowledge sharing and co-creation. Includes comprehensive coverage on: how to transform a command-and-control organization into a collaborative one; how to measure, maintain, and increase collaboration; how to identify and eliminate the systems and processes that hinder collaboration; how to reward and encourage collaboration; and much more. Features examples and case studies that provide a blueprint for implementation, including organizations such as Documentum, Hill & Knowlton, Intel, Northrop Grumman, Open Text, Siemens, Turner Construction, Vignette and others.
Students who know how to collaborate successfully in the classroom will be better prepared for professional success in a world where we are expected to work well with others. Students learn collaboratively, and acquire the skills needed to organize and complete collaborative work, when they participate in thoughtfully-designed learning activities.Learning to Collaborate, Collaborating to Learn uses the author's Taxonomy of Online Collaboration to illustrate levels of progressively more complex and integrated collaborative activities.- Part I introduces the Taxonomy of Online Collaboration and offers theoretical and research foundations.- Part II focuses on ways to use Taxonomy of Online Collaboration, including, clarifying roles and developing trust, communicating effectively, organizing project tasks and systems.- Part III offers ways to design collaborative learning activities, assignments or projects, and ways to fairly assess participants' performance.Learning to Collaborate, Collaborating to Learn is a professional guide intended for faculty, curriculum planners, or instructional designers who want to design, teach, facilitate, and assess collaborative learning. The book covers the use of information and communication technology tools by collaborative partners who may or may not be co-located. As such, the book will be appropriate for all-online, blended learning, or conventional classrooms that infuse technology with "flipped" instructional techniques.
What makes the difference between your collaboration's failure or success? Collaboration: What Makes It Work, Second Edition answers this question with an up-to-date and in-depth review of collaboration research. This new edition also includes The Wilder Collaboration Factors Inventory.
