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Three Elements of Great Communication, According to Aristotle - Scott Edinger

Three Elements of Great Communication, According to Aristotle - Scott Edinger
by Scott Edinger | 9:00 AM January 17, 2013 In my nearly 20 years of work in organization development, I’ve never heard anyone say that a leader communicated too much or too well. On the contrary, the most common improvement suggestion I’ve seen offered up on the thousands of 360 evaluations I’ve reviewed over the years is that it would be better if the subject in question learned to communicate more effectively. What makes someone a good communicator? There’s no mystery here, not since Aristotle identified the three critical elements — ethos, pathos, and logos. — thousands of years ago. Ethos is essentially your credibility — that is, the reason people should believe what you’re saying. Pathos is making an emotional connection — essentially, the reason people believe that what you’re saying will matter to them. But all the authority and empathy in the world won’t really help you if people don’t understand what you’re talking about or how you came to your conclusions. Related:  CMC

A bit of Blackboard TLC | The Learning Edge Blackboard European Teaching and Learning Conference at Aston University, Birmingham Last week I was in Birmingham for the Blackboard Teaching and Learning Conference. This conference allows those interested or involved in Learning Technology to get together to discuss, demonstrate and network with colleagues from institutions all over Europe. The main themes involved: Engagement & RetentionInstructor AdoptionDigital Collaboration SolutionsInstitutional ValueLarge Course Support The ‘Roadmap’ session. This session is always one of the best attended sessions at the conference. Post first on discussion forums; before a student gets to see what other students have written they have to create their own post/message first.Roll over of course dates for the following year which will automatically adjust the dates for the next year in one go! Some features suggested for later releases include: The Roadmap session was particularly relevant to us as we are looking at upgrading in the summer.

Two Routes to Resilience Photography: Aurélien Mole Artwork: Henrique Oliveira, Desnatureza, Galerie Vallois, Paris, 2011, plywood, 3.1 x 3.8 x 3.6 m Sooner or later, your company will probably need to transform itself in response to market shifts, groundbreaking technologies, or disruptive start-ups. Some strategists suggest doing this quickly and aggressively, by making a clean break from the past and turning your firm into something entirely new. In our experience, though, organizations built for legacy markets rarely pull this off. It can take years for an innovative initiative to become large enough to replace the revenue an incumbent has lost to disruption. We propose an approach that’s both more practical to implement and more sustainable. First, major transformations need to be two different efforts happening in parallel. Dividing the effort in two allows leaders to develop a new strategy for the core that doesn’t need to make up for all the business lost to disruption. A Seismic Disruption

A new way to learn foreign languages Bilingual: Polyglot Indonesia was formed by Arradi Nur Rizal after he returned from Argentina and wanted to keep up his Spanish skills. Courtesy of Polyglot Indonesia Arradi Nur Rizal could speak Spanish after living in Argentina for a year. As a fellow in a student exchange program, learning to speak the local language was a must. Unfortunately, after he returned to Indonesia, Rizal lost some of his speaking ability, as he didn’t have any friends to practice with. “I had not spoken Spanish for six years and I lost so much vocabulary as a result,” Rizal told The Jakarta Post in a recent interview. He said he did not want that to happen to others who had learned a foreign language but had nowhere to practice. In Polyglot Indonesia, people who can speak several languages can meet up and practice. Rizal believes learning a language is not easy because it requires serious study and a lot of effort. Polyglot Indonesia was established in June 2012. “I study the language by myself.

What Makes a Leader? It was Daniel Goleman who first brought the term “emotional intelligence” to a wide audience with his 1995 book of that name, and it was Goleman who first applied the concept to business with his 1998 HBR article, reprinted here. In his research at nearly 200 large, global companies, Goleman found that while the qualities traditionally associated with leadership—such as intelligence, toughness, determination, and vision—are required for success, they are insufficient. Truly effective leaders are also distinguished by a high degree of emotional intelligence, which includes self-awareness, self-regulation, motivation, empathy, and social skill. These qualities may sound “soft” and unbusinesslike, but Goleman found direct ties between emotional intelligence and measurable business results. Every businessperson knows a story about a highly intelligent, highly skilled executive who was promoted into a leadership position only to fail at the job. Evaluating Emotional Intelligence

Technology: Virtual mobility with a difference « European Association for International Education European Association for International Education Student mobility is on the rise. A previous Communiqué of the Conference of European Ministers Responsible for Higher Education set a target of at least 20% of those graduating in the European higher education area having participated in a study or training period abroad by 2020. While this aim is very desirable, it does beg the question: What about the remaining 80% of students who may not engage in some kind of physical mobility during their studies? The need to expose the maximum number of students to the benefits of working and interacting with members of other cultures has led many educators to engage their students in telecollaborative or online intercultural exchange projects with partner students in distant locations around the globe. These exchanges usually involve collaborative project work using two or more languages. Integrated virtual mobility Combining virtual and physical mobility So why isn’t everyone doing it? Supporting new telecollaborators Related posts:

Accelerate! Perhaps the greatest challenge business leaders face today is how to stay competitive amid constant turbulence and disruption. Any company that has made it past the start-up stage is optimized for efficiency rather than for strategic agility—the ability to capitalize on opportunities and dodge threats with speed and assurance. I could give you 100 examples of companies that, like Borders and RIM, recognized the need for a big strategic move but couldn’t pull themselves together to make it and ended up sitting by as nimbler competitors ate their lunch. The examples always play out the same way: An organization that’s facing a real threat or eyeing a new opportunity tries—and fails—to cram through some sort of major transformation using a change process that worked in the past. But the old ways of setting and implementing strategy are failing us. We can’t keep up with the pace of change, let alone get ahead of it. What to do, then?

Cultura How Do You Create A Culture Of Innovation? This is the third part in a series by Scott Anthony, author of The Little Black Book Of Innovation. It sounds so seductive: a “culture of innovation.” The three words immediately conjure up images of innovation savants like 3M, Pixar, Apple, and Google--the sorts of places where innovation isn’t an unnatural act, but part of the very fabric of a company. It seems a panacea to many companies that struggle with innovation. But what exactly is a culture of innovation, and how does a company build it? While culture is a complicated cocktail, four ingredients propel an organization forward: the right people, appropriate rewards and incentives, a common language, and leadership role-modeling. The Innovator’s DNA Has Four Components If you ask most people what makes a great innovator, the most common response is innate gifts from parents or a higher power. At the core is what the professors call “associational thinking.” Questioning: Asking probing questions that impose or remove constraints.

Inter-university telecollaboration to improve academic results Public release date: 13-May-2013 [ Print | E-mail | Share ] [ Close Window ] Contact: Aitziber Lasa 34-943-363-040 Elhuyar Fundazioa This news release is available in Spanish . Ana Sánchez and José Miguel Blanco, lecturers in the Department of Computer Languages and Systems of the UPV/EHU-University of the Basque Country, together with Arturo Jaime and César Domínguez, lecturers in the Department of Mathematics and Computing at the University of La Rioja, have developed an experience between the two universities by systematically incorporating telecollaboration. "Our proposal," explains Ana Sánchez, "has pursued three objectives". Each team, formed by one student from each university, worked on different phases of a simple project to create a database, from the conception of certain requisites to the carrying out of enquiries. 36 students from each university participated as telecollaborators. Positive academic results About the authors [ Print | E-mail |

Q&A with Michael Porter and Jan Rivkin | Harvard Magazine Sep-Oct 2012 An interview with Michael E. Porter, Lawrence University Professor, and Jan W. Rivkin, Rauner professor of business administration and head of HBS’s strategy unit. Harvard Magazine: What prompted you to begin this inquiry? Michael Porter: There was a clear feeling at HBS that something different was happening in the U.S. economy—this was not just a deep recession caused by the housing mortgage crisis and so forth. As Jan and I started looking at the data, a whole set of indicators validated disturbing trends that began well before the Great Recession. Most obvious and most important is the job-creation machine. The data also showed what many had known—that wages started stagnating well over a decade ago. The question was, “Why did this happen?” Jan Rivkin: By many current measures, America looks all right today: we have an enormously productive economy, high wages in absolute terms in many parts of the economy, a large share of exports and foreign direct investment [FDI]. Willy C.

Technology and Second Language Learning A revised version of this appeared as:Warschauer, M., & Meskill, C. (2000). Technology and second language learning. In J. Technology and Second Language Teachingby Mark Warschauer and Carla Meskill The above examples are not atypical of what is occurring in language classrooms across the United States. However, the recent enthusiasm for technology in language teaching? A Brief History of Technology and Language Learning Virtually every type of language teaching has had its own technologies to support it. In contrast, the audio-tape was the perfect medium for the audiolingual method (which emphasized learning through oral repetition). By the late 1970s, the audiolingual method fell into disrepute, at least in part due to poor results achieved from expensive language laboratories. The 1980s and 1990s have seen a shift toward communicative language teaching, which emphasizes student engagement in authentic, meaningful interaction. Cognitive Approaches Sociocognitive Approaches