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Showing posts from December, 2012

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When Atoms Reach for Sacred Altars

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  When Atoms Reach for Sacred Altars What do you feel when you touch something sacred? Do you want to touch sacred art? Are we creatures bound by thermodynamics, driven by an instinctual urge to exchange heat, shed skin cells, and mingle our matter with the monuments we revere? To stand before a sacred masterpiece is to experience a gravitational pull—an irresistible desire to collapse the space between subject and object, to leave an oily fingerprint as proof of shared existence.  The gallery border is a social construct attempting to enforce absolute vacuum, forbidding the inevitable entropy of human connection. To reach out anyway is to assert that our physical reality is not separate from the sublime, but bound to it by the very matter we carry on our fingertips. Reaching across that barrier is a quiet rebellion against social decorum: a desperate want for quantum entanglement that collapses the boundary between ideal beauty and our messy, lived reality. Be Creative a...
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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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