PODCAST - NETWORKING FOR PEOPLE WHO HATE NETWORKING
TED talk - Worklife with Adam Grant
As someone who is filled with cold dread at the mere thought of networking events, this podcast was of personal interest. A long but interesting take on a professional practice that more people hate than I originally thought!
THE PSYCHOLOGY BEHIND MEETING OVERLOAD
Harvard Business Review
A great article from HBR on the modern workplace’s addiction to meetings and how to deal with your own biases to curb unproductive behaviours.
HOW DO YOU MAKE HIGHER EDUCATION INNOVATION CONTAGIOUS?
Wonkhe
A short article on changes to practice and process within universities to encourage innovation at all levels of the University. Not rocket science but a good summary of small changes that can make a difference.
REMAKING THE WORKSPACE TO BOOST SOCIAL CONNECTION
MIT
This short article from the MITSloan Management Review provides an interesting introduction to the importance of space in a Covid world and notes that reimagining office space introduces critical, overarching questions about the ‘humanness’ of work and how workplaces of the near future can accommodate this.
Taylor & Francis Online
As we begin to flesh out Future Fit initiatives and innovate in our approach to all aspects of our business and course delivery model, we will inevitably experience failure as well as success. An article in Public Money and Management by Jean Hartley and Laurence Knell explores the concept of intelligent failure as part of innovation.
They note that:
When it comes to innovation, failure is—or at least should be—a given. By its very nature, innovation involves risk and unpredictability, in both processes and outcomes. Whether occurring in the private, public or voluntary sector (or in hybrid organizations), innovation can involve the creation, testing, implementation and diffusing of new ideas, concepts and solutions. At any stage along this innovation pathway things can go wrong.
Intelligent failure is the result of active experimentation to learn, improve, and harness immediate opportunity and has the following characteristics:
1.Intelligent failure is not haphazard or accidental but reflects carefully considered and often detailed actions. Planning is crucially central to intelligent failure: it is not a post hoc interpretation of what has happened.
2.The likely or intended outcomes of the actions should be uncertain. If the outcomes are already highly predictable then there is no new information or learning to be gained and no need to risk failure.
3.The failure should be modest so that the potential scale or impact of the failure is both managed and manageable.
4. If failure occurs, it should be dealt with quickly and efficiently. Potential negative impacts should not be exacerbated.
5. Any failure should occur in a context where effective learning can take place.
Recognising that with innovation comes the risk of intelligent failure impacts on how we respond to failure with individuals, with our teams and, as a University, our approach to risk.
Whilst this is an academic journal article (and thus may be a little drier than the average HBR article) it is worth a read.
buzzsprout
Listen to Academics talk about The Chair, the new Netflix dramedy about the world of a fictional School at a US university.
Daniel Kahneman The Conversation
The Conversation provide an introduction to our susceptibility to ‘noise’ as decision makers. ‘Noise’ is the distractions that interfere with our judgement and decision making. The fundamental question raised is: Can we reduce both noise and bias to make better decisions?
UNSW Centre for Ideas
Daniel Kahneman in conversation
PODCAST: MEET ASH BARTYS MINDSET COACH
Conversations - ABC Radio
A long-ish but insightful interview with Ben Crowe, Ash Barty’s Mindset Coach. There are too many important take-aways from this podcast to single any one out. Just set aside a slice of time and listen in!
Micheal Hyatt
If you are anything like me working from home tends to blur the work/life balance perspective more toward work than life! Given this is the status quo for many of us, the blog post on avoiding and curing burnout may provide us with new perspectives on managing ourselves and others.
Harvard Business Review
This HBR article provides an alternative approach to providing feedback to peers and direct reports. The premise is that feedback is good only for correcting mistakes. If we continue to spend our time identifying failure and giving people feedback about how to avoid it, opportunities for long-term growth are limited. For positive change and growth we need to focus on identifying and promoting excellence.
HOW TO LEAD WHEN YOU ARE NOT IN CHARGE
Edward Sullivan and John Baird, Fastcompany
Some practical tips on ‘taking the lead’ and/or providing guidance and advice to your peers when you don’t have the hierarchical authority to do so
PODCAST: EXPLORING THE FUTURE OF WORK
PWC Australia
A series of podcasts with industry leaders about how they are facing the challenges of a changing work environment.
WHAT IS LEADERSHIP STORYTELLING, ANYWAY?
Esther Choy, Forbes
As storytelling becomes the sought-after soft skill, however, it’s important not to lose sight of the basics.
IMPACT: WHY WE DO WHAT WE DO: STORYTELLING AND THE ART OF LEADERSHIP
Monash Business School
Storytelling might actually be one of the most powerful skills a leader can possess, and one worth working hard to develop
WHAT MAKES AN AGILE TEAM? SIX FACTORS FOR FUTURE SUCCESS
Forbes
Findings from new research from Alliance Manchester Business School and leadership consultancy Cirrus have identified six key factors of team agility that enable teams to respond quickly and effectively to changing demands. When a team achieves a blend of all six, they can be defined as truly agile.
