We are the world’s soul — each of us individually, but more significantly — all of us integrated. Each of us has a responsibility, indeed an obligation, to purposefully pursue that connection with the essential spirit that resides in the core of this Universe. It is our job to facilitate the outward expansion of this core.
I am excited to be involved in Globe Education Network's new Education User Experience (edUX), an innovative and technologically focused, adaptive learning model, which will transform the way students learn. Part of this transformation includes connecting students with the latest technology to make the classroom experience more interactive and engaging. By fall quarter 2013, all Globe University, Minnesota School of Business and Broadview University students will be learning with their very own Apple iPad® and instructors will integrate the technology in the curriculum and in the classroom. One iPad App that has amazing potential and appeal in this adaptive learning model is Apple's iMovie for iPad. I am a longtime user and fan of iMovie for OSX, so it was a natural progression for me to include the iOS version in my arsenal as I ride the mobile productivity wave.
Across the globe today, nearly every educational system is being re-evaluated. Attempts to implement reform within these existing models are likely headed for failure. In a recent TED video talk, Sir Kenneth Robinson explains why reform alone is not enough, stating that it is simply an attempt to improve a broken model. Robinson firmly believes that a revolution — not an evolution — is needed in education.
Imagine we are living in the year 2020 — just 8 short years from the present. The human race is officially inter-connected via ubiquitous Web 5.0 technologies on a global basis with no above ground dead spots. These technologies exist as virtual extensions of our minds and bodies in the form of miniaturized, handheld and wrist-mounted devices (remember the old wristwatches?) that are always on and fully functional at a 99 percent reliability rate.
The dynamics in almost any organization make it very difficult for senior managers to hear the unfiltered truth from lower-level managers. In their 2004 Harvard Review article: How to Have an Honest Conversation About Your Business Strategy, co-authors Michael Beer and Russell Eisenstat present the methodology they've developed for getting the truth about an organization's issues out in front so that senior management can do something useful with it (Beer, & Eisenstat, 2004). Their method involves assembling a task force comprised of the organization’s most effective managers to collect data about strategic and organizational problems, thereby sending a clear message from the senior team that it is serious about learning the real truth (Beer, & Eisenstat, 2004). A discussion can then take place between task force members and the senior team, facilitating an open conversation alternating between advocacy and inquiry. The discussion has to focus on the most important issues. It also has to be collaborative, allowing employees to be honest without fear of retribution (Beer, & Eisenstat, 2004). This structured, direct input from key stakeholders motivates senior teams to make changes they otherwise might not make. Engaging in this process leads to dramatic changes in how businesses are organized and managed. Honest conversations at the outset result in ongoing conversations that further improve performance (Beer, & Eisenstat, 2004).