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"Well, at its simplest, the story maturity model is a way to look at an organization and understand its sophistication with storytelling. The most mature/sophisticated organizations realize storytelling is transformational, and they use the sharing of stories up and down the organization to generate co-created stories that transform people and systems. Once I understand the story maturity of an organization, I know better how I can help them, and how to move them up the model." 
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Scoop.it!
With both government and students focusing on value for money and a quality student experience, it is essential that universities and colleges are directing their resources appropriately to deliver the best learning experiences to students. Via Elizabeth E Charles
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There's a passage in Atul Gawande's Complications: A Surgeon's Notes on an Imperfect Science that captures three decades of research on human judgment. "The mind overestimates vivid dangers, falls into ruts, and manages multiples pieces of data poorly. It is swayed unduly by desire and emotion and even the time of day. It is affected by the order in which information is presented and how problems are framed."
In this "news-feed" era, there's simply too much information. And as long as Google exists, it will be harder and harder to say "I don't know," even though the feel of not knowing--those vexing moments when we can't think of the answer--is the critical last step of problem-solving. Instead of pushing through a mental impasse, we pull out our phones and search for information, even though more information can often detract us from making an accurate judgment. It's a frustrating, self-perpetuating cycle. Via The Learning Factor
The Learning Factor's curator insight,
September 17, 2014 6:25 AM
The more choices you have, the more stressful it can be. Here's how to move from frustrated to decided. 
George Lianos's curator insight,
September 18, 2014 6:29 PM
An interesting phrase..."The mind overestimates vivid dangers...it is swayed unduly." It is important for us to consider all sides of an argument. Opinion is just that. One hypothesis is that we don't need to acknowledge good as it probably won't hurt us (except for an excess of chocolate or alcohol or the like:) ). However, our freeze, flight and/or flight mechanisms are tuned to react to what our thinking patterns and belief structures tell us are dangers. Our judgement and decision making is based on our thinking patterns, beliefs and motivations, which are derived from our memories and experiences, and probably in part our DNA. So, what is dangerous to one, may or may not be dangerous to another. Self-awareness is one of the key's to this puzzle. How is your judgement in certain circumstances? |
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Gain some helpful perspectives on data insights, data storytelling, and customer journey mapping during this interview with Lori Silverman and Karen Dietz
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Your brain takes mental shortcuts all the time in order to make decisions efficiently. Because that takes place unconsciously, we can never fully control these "cognitive biases" that help us deal with the outside world—and, ultimately, survive in it. As practical as they may be, though, some of these biases can be problematic.
But the first step toward gaining a little more leverage over how your brain—and others' brains—make judgments is simply to understand the rules it follows to do so. Getting better acquainted with these three may help you become more influential with others. Via The Learning Factor
The Learning Factor's curator insight,
October 4, 2016 10:30 PM
If you want to influence others' decisions, you've got to understand the mental shortcuts they use to make them. |
