Most managers will need to be involved in the learning and development of their staff. So, do you know the steps that learning follows? If you don’t, then take a look at Bloom’s taxonomy. It’s the label for a number of interconnected ideas around how we acquire mastery of any topic.
Benjamin Bloom was an educational psychologist who started work on this, with others, in the 1940s. They first published their work in 1956 and it has evolved since. But the changes have been ones of detail and its relevance and applicability remain.
Continue reading Bloom’s Taxonomy: Hierarchies of Learning
Seth Godin is a marketer and a communicator. His stream of valuable ideas about 21st century marketing is something we’ve written about before. And we’ve featured his idea of Permission Marketing in a previous Big Ideas article. But perhaps the most resonant of his ideas is that of Tribes. This is the idea that marketers need to lead change. And we do that by building a coalition of the willing: a tribe of like-minded people who share our vision.
What I like best about Godin’s idea of Tribes is that it works well on two totally different levels. And different managers in our readership will find greatest resonance in one or the other. The idea of tribes can be about:
- leading change to build a better future
- creating demand for a new product, idea, or service
So, Tribes is a big idea about change leadership or about marketing… or maybe about both.
Continue reading Tribes: From Shared Interest to Change
Can there be some big ideas that underpin the emergence of others? That’s a question that James McGregor Burns tackled in much of his writing. And the answer he gives us is ‘yes’. That big idea is Transformational Leadership.
It’s not surprising that leadership is a common topic for us, here at the Management Pocketblog. There must be a dozen different models to choose from among our articles. But Transformational Leadership is one we have returned to a number of times.
We do so, because it repays careful study. It is an idea that changed my thinking and has huge value for any manager or leader in business or public or community service.
Continue reading Transformational Leadership: Values-driven Change
It turns out that you aren’t as rational as you may have thought. So, traditional economic theories that assume you are, are… well, flawed. We need an approach that accounts for self-interest and lazy mental short-cuts. Enter Behavioural Economics.
We’ve already told the foundation story of Behavioural Economics in our Management Thinkers series. There we looked at the two men who received Nobel Prizes in Economics for their work in the field:
- Daniel Kahneman won his in 2002
- Richard Thaler won his in 2017
Continue reading Behavioural Economics: You aren’t as Rational as You Think
Here at Management Pocketblog, we love the ideas that come out of Japanese manufacturing. And none more so than the 5S approach to creating and maintaining an efficient workspace.
Originating with the work of Hiroyuki Hirano, and rapidly adopted into the Toyota Production System, 5S is now an essential part of Lean Manufacturing and Just in Time processes. It has also been adopted into the Six Sigma quality process tool set.
Continue reading 5S: Organise Your Workplace
Emotional Intelligence may have felt like a fad in 1995, when we all rushed to buy Daniel Goleman’s book of the same name (1996 in the UK). But from a perspective of over 20 years on, it still holds its own as a useful concept and very much fits the bill as a Big Idea.
And why not? After all, the theory of emotional intelligence is that the way we succeed in life is through our emotional connections. Firstly with ourselves and then, secondly, with others. And the idea isn’t new. After all, did not Socrates say
‘First, know thyself’
Probably not. But it’s been attributed to a host of ancient thinkers, including Aeschylus and Heraclitus.
But I digress. Emotional intelligence allows you to:
- Know yourself
- Regulate your emotions, choices, and motivation
- Understand the emotions of others
- Influence and work with them
Continue reading Emotional Intelligence: Getting what You Want from Yourself and Others
When I first thought about Social Media as a Big Idea, it seemed like a good topic. Until I started to think about it. Because forms of Social Media are ubiquitous – we all use them, so what can I tell you that you don’t already know?
Well, take a look, and find out.
Continue reading Social Media: Making Connecting and Communicating [too] Easy
Like so many big ideas, Blue Ocean Strategy was not new when its founders conceived it. They just gave it a resonant name and started to flesh out the idea.
In this case, it was W Chan Kim and Renée Mauborgne. They gave their Blue Ocean Strategy concept a set of case studies to tempt new adopters, and some thinking tools to give them confidence. The result is an approach to developing new products and services with a 15-year track record.
If you’ve not yet encountered Blue Ocean Strategy and the concept of Value Innovation, it’s well worth exploring.
Continue reading Blue Ocean Strategy: Winning through Value Innovation
The world changes fast, and to keep up, you need to be learning new stuff all the time. And some of that needs to be from a large and complex body of knowledge. Yet, as a working manager, your time is at a premium. So is there any way you can create accelerated learning?
The answer is yes. Over many years, we have accumulated a broad and eclectic body of knowledge about how we learn. It combines experience, practical psychology, and neuroscience. And practitioners bring this all together under the banner of Accelerated Learning.
Continue reading Accelerated Learning: Learn fast & effectively
The Wisdom of Teams is a true classic among Twentieth Century business books. Based on detailed interviews with 47 teams across the US, it uncovers the wisdom of what teams can achieve, and how they can perform at their best.
The authors of The Wisdom of Teams acknowledge that what they discovered is both obvious, in that we recognise the truths straight away, and subtle, in that making sense of them in the real world can be hard. They rank their findings as both common sense and uncommon sense. And all this is as it should be. Teams are people. And people working together can be messy and hard to characterise.
So, while the book has been criticised for its obviousness, and also for being too long and sharing too many long stories, this is its nature. Real team stories show not just the obvious truths, but the subtle complexities too. Perhaps the biggest idea of the Wisdom of Teams is that there is no one Big Idea, but many smaller big ideas.
Continue reading The Wisdom of Teams: Outperforming Individuals