Skills We Value
May 19, 2013
Evelyn Evans was a National Endowment of Humanities participant at The Henry Ford in 2009 and an early adopter of The Henry Ford Innovation Education Incubator pilot project in 2012 (click here).
Here’s some of what she has to say in that organization’s very fine January-May 2013 publication:
“As educators, we face decisions daily. Our job is a simple one: teach our students the content curriculum, 21st-century skills, social skills, critical thinking, research skills, test-taking skills, responsible citizenship, stewardship, morals, ethics and everything else . . .
“What skills do I value? Risk-taking, problem-solving, critical thinking and perseverance. What do I want my curriculum to do for students? Motivate. Excite. Stretch. Encourage. To let them know that it’s OK to take a risk. It’ is also OK to fail, because failure is a learning experience and can be a stepping-stone to a greater idea.”
It is difficult for me to think of any part of our schools that provide these lessons and nurture these skills any more efficiently than extracurricular sports and activities.
Values Trump Rules
November 19, 2013
The last two postings, which were about rules and rule-making, have quoted from how: Why HOW We Do Anything Means Everything by Dov Seidman. The book deserves at least this additional commentary.
Mr. Seidman posits that in the modern world of hyperconnectivity and transparency (which he describes in detail), there is no such thing as “private” behavior. It’s all public and, therefore, how we do things is more important than what we do.
He states that to stand out in a positive way, an enterprise must “outbehave” the competition. And he says, such behaviors do not follow rules, they flow from values.
This means, according to Seidman, that effective leadership in this environment will be less about coercion (rules) and more about inspiration (values). Leaders will spend less time talking about the carrots and sticks of managing people, and more time focusing on “values and missions worthy of their commitment.”
It’s a shift from “task-based jobs” to “values-based missions;” a transformation from “command and control” to “connect and collaborate” leadership. “It’s a move from exerting power over people to generating waves through them.”
Instead of talking about organizations that are too big to fail, Seidman says we will have organizations “that are too sustainable to fail, too principled to fail, and too good to fail.”