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Showing posts from December, 2012

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The Metamodern Smudge: Seeing Growth on the Frame

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  The Metamodern Smudge: Seeing Growth on the Frame My use of the phrase "Fingerprint on the frame" functions as a metamodernist artifact. From my perspective, metamodernism oscillates between modernist sincerity and postmodern irony, and this concept sits precisely at that intersection. It recognises that the artwork within the frame is a construction, while also valuing the human touch that created it. More than just recognition, it is the fundamental identifier.  In this space, the smudge is not just an artistic signature; it is a map of personal growth. It reveals the traces of our experiences and the impact of our interactions with the world around us. The transparency of glass symbolises the invisible cultural conditions that shape our perspectives, allowing us to see through to the complex realities that influence our creativity and expression. This interplay creates a deeper understanding of both the art and the artist, acknowledging that every mark left behind tells ...
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Education Drivers, Innovation, Culture and Targets

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Education Drivers   (Fullan) personalised student centred capacity systemness System Needs & Change   (Clayton Christensen) efficiency (faster & cheaper) sustaining (improve current system needs), disruptive (make complicated solutions simpler) Enabler Technologies  internet ubiquitous mobile efficient (cost and HR support) rich content Purpose and Target Doing the same things the same way will not work Move from a centralised authority to a discreet and   targeted system focus on targeted client audiences (not at the system middle) view schools as interconnected cottage industries focus on teaching and learning work practices (Hattie) Why, then how then  what  Innovation and Culture innovation is as important for leaders as strategy and operational excellence Innovation to enable continuous improvement (not big bang) Disciplined, deliberate, relentless Developing business units cultur...
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Strategy and Culture

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Culture eats strategy  Culture can be identified in a business unit's artifacts : vision,  norms,  symbols,  beliefs,  behaviors, and  traditions. Strategy - successful strategies need supportive cultures.   Issue Q : How does a business unit get the best out of strategy in periods of uncertainty and structural change. (How do you get buy-in to achieve what needs to be achieved?) ---------------------------------------------------   The Culture of a Business Unit   Business Unit Questions: How do our artifacts describe us? What artifacts actively attracts people to use our services? What artifacts actively discourage success? Immediate culture questions Vision and Mission  how is the vision made evident throughout all of our activities? is the vision and mission persuasive?  Collaboration  how do our projects cross support and benefit each other? Education  how do...
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