When it comes to great ideas, intuition is “more powerful than intellect.” That’s according to the late Steve Jobs. Many experts would agree that truly transformative ideas rarely come from one individual with a high IQ. Instead, these researchers, executives and entrepreneurs believe that innovation is largely the result of freewheeling collaboration – with just a few guidelines. Bluescape organized a few of these experts’ insights into four main steps in the above infographic on creating an effective idea strategy.
In creating a social media strategy for my blog, Actualization: Human Potential Project, I wanted to reach out to colleagues through multiple channels, both the established Facebook, Twitter, LinkedIn and Google+ as well as the emerging Pinterest, Instagram, and ASCD EDge. Content is pushed out through the established channels and archived in the emerging channels. Not all channels post the same content, and not all channels have been equally successful. The sum total for these efforts over the last eight months has fluctuated between a Klout score of 60 and 69, settling around 63 over the last three months. My blog, of curse, remains the original source for all my content, with the exception of Instagram which includes original photographs not posted elsewhere. I am very pleased with the success of this strategy thus far, and look forward to continuing to develop and fine tune its effectiveness in the year ahead!
Reposted from relinquishment:
Education Cities is an organization that supports New Schools for New Orleans type entities across the country. The describe their work as the following: “Our members serve as education “harbormasters” with deep ties to their communities. Like maritime harbormasters, who facilitate safe and cooperative navigation in a challenging space, education harbormasters build and coordinate the efforts to improve education in their city. Together, our members – nonprofits, foundations, and civic organizations – are improving opportunities for millions of children and their families.” Whether or not you like the phrase “harbormaster” – the goal is, I think, a sound one: supporting local organizations that can drive change based on local conditions.
Unfortunately, the charter sector does not have any psychohistorians amongst it ranks. As such, it’s difficult to predict how the next fifty years of high-quality charter school growth will (or will not) occur. This is why I view well run harbormasters to be of use. By fitting strategy to environment, they can come up with novel solutions to the most pressing local solutions – taking the best from what’s been tried nationally, but always with an eye toward local conditions. This is something that national foundations, national education organizations, and federal and state government entities will always struggle to do.
The goal of education reform should not be finding and adopting current best practices. The goal of education reform should be to build learning ecosystems that constantly evolve. Harbormasters can be a key part of these ecosystems.
As a reflection of the society it serves, education is subject to the same forces and fortunes as every other public enterprise: maintaining its effectiveness, efficiencies and relevance. To remain faithful to its mission, education must be sensitive to the changes in society that inform its work and respond strategically. Otherwise, like Borders and Kodak, it will become unavoidably obsolescent. Jack Welch says, “When the rate of change inside the institution becomes slower than the rate of change outside, the end is in sight.” And once society opts to move on, ineffective organizations are left behind. The choice is clear. Thrive.