I don’t shill much. Ever. I don’t even shill my own services here. But I’m going to shill a great conference that is being held in Toronto, Ontario, Canada in early August. From 8-11 August 2005, the Global Organization Design Society is holding its first conference on scientific management. It’s an incredible opportunity to learn more about the findings that …
Implicit in discussions of learning curves in organizations (and explicit in most) is the idea that focused, uninterrupted learning is best. Learning curves (which go down and to the right, please note) are descended because of doing the same thing over and over. That may not be quite the case. In “Learning by Doing Something Else: Variation, Relatedness and the …
Raccoon describes the basics of learning curves — they go down and start at the top, so you actually want them to be as steep as possible to get back to parity and start process improvement. He points out that all people learn.
Not every posting is equivalent to build great managers. That’s pretty clear to even the densest of us (me). What’s not is which of the quality postings will produce better learning than others. Morgan W. McCall, in Lessons of Experience: How Successful Executives Develop on the Job (1988), cites the following as the Top 5 job assignments to produce learning:
Mahmoud et al. say that introductory programming courses have unacceptable failure rates, with “reported withdrawal, failure and D-grade rates approaching 50%”. In an interesting take on the problem, they decided to change they way they teach instead of complaining that the students had to change.
You’re never going to burn bright when your goal is to not get your fingers burnt.
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