Global, collaborative, technology-based initiatives across the learning spectrum (Pre-K, K-12, Academic, Work, Personal, Military/Police)
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Thursday, October 22, 2026 2:00 - 3:30 Adaptable Learning Outcomes BlastOutAboutThe content is focused on understanding (mindset and toolset) and…Continue
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Hello Georgia LEARNS community,I’m Tamara Gulley. Boardy introduced me to Paul, and that connection led me here. Paul spoke about this community work as a puzzle, with each of us bringing a piece. That stayed with me. No one person or organization…Continue
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Friday, October 30 7:45 - 8:30 Lutzie 43 SomethingAbout The purpose of the GLN SomethingAbout is to experiment with a small group conversation format that would leverage the potential energy created by differing…Continue
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Friday, October 30, 2026, 10:30 - 11:15 Learning by Doing ConversationJoin Zoom Meeting…Continue
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Monday, November 2, 2026 9:00 - 9:45 Blake's Laws of IP Something AboutThe purpose of the GLN SomethingAbout is to experiment with a small group conversation format that would leverage the potential energy created by differing…Continue
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Monday, November 2, 2026 12:00 - 12:45 Simplification GLN Insights…Continue
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Wednesday, October 28, 2026 12:30 - 1:45 Solving the Learning Transfer Gap Plus-BYOL Panel…Continue
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Thursday, November 5 11:15 - 12:30 Knowledge and Skills in the Age of Agentic AI Plus-BYOL…Continue
Posted by Bill Crose on September 13, 2019 at 11:33am 2 Comments 1 Like
A lifetime ago, my training department colleagues and I were satisfied with training data. We cranked out the requested ILT programs plus the "flavor of the year" content, we kept a busy training schedule, and made sure the coffee was always the right temperature. When accused of not delivering effective training because the learners didn't perform as they were trained, we took refuge in our management support role and not ultimately responsible or accountable for LEARNING or productivity.…
ContinueI found this video via Open Minds and it helped me deepen my understanding of the ALO and the role of Georgia LEARNS in enabling innovation.
Your comments are welcome and necessary to this role.
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My synopsis of the video - Paradox-to-Hill's message:
Top-Down Leadership vs. Inclusive Collaboration:
Paradox: Conventional leadership often follows a top-down model, where leaders provide a vision and inspire others to execute it. However, Hill suggests that true innovation requires a more inclusive and collaborative approach, where the ideas and talents of many are harnessed.
Hill's Message: Leaders must balance the need for structured leadership with the fostering of a collaborative, inclusive environment where innovation can flourish.
Control vs. Chaos:
Paradox: Traditional leadership seeks to maintain control and order within an organization. In contrast, the innovation process can be messy and chaotic, involving experimentation and a tolerance for failure.
Hill's Message: Leaders need to embrace the paradox by allowing a certain level of chaos and experimentation while maintaining overall organizational control and direction.
Short-Term Goals vs. Long-Term Innovation:
Paradox: Organizations often prioritize short-term goals and immediate results. However, innovation efforts may take time to yield significant outcomes.
Hill's Message: Leaders must balance the organization's short-term needs with the necessity of investing in long-term innovation initiatives.
Individual Creativity vs. Collective Genius:
Paradox: While individual creativity is essential for generating innovative ideas, successful innovation often requires collaborative teamwork.
Hill's Message: Leaders should encourage individual creativity while fostering an environment where collective genius can thrive, harnessing the power of diverse talents.
Consistency vs. Disruption:
Paradox: Consistency and stability are crucial for operational efficiency, but innovation often disrupts established processes and norms.
Hill's Message: Leaders must navigate the paradox by maintaining some level of consistency while also embracing and managing disruptive innovation within the organization.
Resource Constraints vs. Ambition:
Paradox: Organizations may have limited resources, yet ambitious innovation goals may require significant investments.
Hill's Message: Leaders need to strike a balance between managing resource constraints and pursuing ambitious innovation initiatives.
Your thoughts/comments?
Thank you Pete. Each time I watch this - I find something to think more deeply about. My focus know is to think about simplification. I am wondering about:
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