 Mary Ann Reilly (@MaryAnnReilly)10/11/12 5:05 AM Report: Designing with Teachers: Participatory Approaches to Professional Development in Educationbit.ly/Oo0td4 #edchat #edreform |
send research proposal request for credentialing to Antero..
no credentialing for self directed learners
Jennifer Sertl (@JenniferSertl)10/10/12 6:50 AM
Individuation of ideas . . . elephantjournal.com/2011/08/
should we reaffirm our need for affirmation and accolades..? or gently remove the practice altogether.. freeing us up time to know people better, do cooler things.
not saying don't appreciate people.. but.. how to diminish this need to own issue
not saying don't appreciate people.. but.. how to diminish this need to own issue
 Innovation Alchemy (@innovalchemy)10/10/12 6:52 AM Four Steps to Measuring What Matters blogs.hbr.org/cs/2012/10/how… via@HarvardBiz |
The statistics that companies use most often to track and communicate performance include financial measures such as sales and earnings per share growth. Yet these have only a flimsy connection to the objective of creating shareholder value. Executives cling to these metrics because they are overconfident in their intuition, they misattribute the causes of events, and they do not escape the pull of the status quo.
Useful statistics have two qualities. They are persistent, showing that the outcome of an action at one time will be similar to the outcome of the same action at a later time; and they are predictive, demonstrating a causal relationship between the action and the outcome being measured.