Theme 7 – Slow Down: Relationship Building and Slow Research in Settings for Non-formal Learning

2022 ◽  
pp. 169-175
Author(s):  
Ioannis Costas Batlle ◽  
Laura Mazzoli Smith ◽  
Ruth Cheung Judge
2000 ◽  
Vol 1 (2) ◽  
pp. 39-40
Author(s):  
Michael Weinberg ◽  
Karen Parenti ◽  
Sandra Powell

Media Watch ◽  
2015 ◽  
Vol 6 (3) ◽  
pp. 273
Author(s):  
Jessica D. Bertapelle ◽  
Deborah Ballard-Reisch

Al-Risalah ◽  
2018 ◽  
Vol 8 (2) ◽  
pp. 1-10
Author(s):  
Ilyas Ismail

The paper is titled, "Becoming True Learners in a New Era of Globalization." This title is important for two reasons. First, internal cause, that is the tendency in society where people only attach importance to degree, certificate or diploma, not science or competence. Second, external cause, that is arising from the digital revolution that gave rise to global competition, where everyone was expected to become true learners. Otherwise, he will be marginalized, as a human being, which according to Michael Fullan, is not feasible, morally, socially, and economically. True learners, as James R. Davis and Adelaide B. Davis point out, refer to people who love new things, new thinking, and new skills. He learned not only to know (learning toknow), but more than that to think (learning to think) and solve (learning to solve) the problem. Human learners try to learn and develop knowledge not only from college, formal learning, and from the text book, but from experiences and from the real world or reality of life. True learners have 5 (five) prominent characters. First, they have a high curiosity that makes them passionate and studying diligently. Second, they like to share knowledge and experience to others. Third, they like to develop and expand knowledge. Fourth, they have contributions to the progress of culture, civilization, and humanity. Fifth, they have a humbleattitude and the open to thoughts of others. The new century, globalization, requires a new man, a true learner.


2019 ◽  
Vol 46 (3) ◽  
Author(s):  
Katti J. Sneed ◽  
Debbie Teike

This article presents a description of Art of Invitation as a complementary approach to traditional addiction treatment through the alignment of Art of Invitation (AOI) with Substance Abuse and Mental Health Services Administration (SAMHSA) Ten Guiding Principles for Recovery.  AOI is a faith based relationship building approach that combines key Judeo/Christian teachings with relationship building tools, skills, and concepts for those seeking to build and restore relationships.  SAMHSA, as the leading agency within the U.S. Department of Health and Human Services, spearheads public health efforts to advance behavioral health within the United States.  Each Guiding Principle is presented along with a description of how AOI is shared with incarcerated women, an often neglected population, participating in an inpatient treatment program housed in a community corrections facility.


2019 ◽  
Vol 12 (2) ◽  
Author(s):  
Syed Tanveer Hussain Shah ◽  
Syed Mohsin Ali Shah ◽  
Junaid Athar Khan

A very important aspect of HRD research is Workplace Learning (WPL). WPL is very important considering its role in the development of skills and abilities of employees. Since employees are a crucial asset for organizations to achieve competitive advantage. Therefore, organizations must ensure continuous learning of their employees. This research was aimed at the investigation of the antecedent role of Psychological Empowerment (PE) for WPL. Using a quantitative approach, primary data was collected from 241 employees of 153 SMEs in Pakistan. Data was analyzed through Structural Equation Modeling (SEM) by using PLS-SEM. The results of the study indicated that PE did play the role of an antecedent of WPL. Furthermore, Informal learning appeared as the most important form of WPL, followed by incidental and formal learning in SMEs in Pakistan. Keywords: Psychological empowerment; self-efficacy; workplace learning; self-determination; PLS-SEM.


2019 ◽  
Vol 16 (1-2) ◽  
pp. 64-84
Author(s):  
Jennifer Yee ◽  
Ashley Cheri

Mindfully engaging with one another on collaborative projects and relationship building is critical for sustaining partnerships of trust and reciprocity between community-based organizations (CBOs) and institutions of higher education. This resource paper presents the Sustainable-Holistic-Interconnected-Partnership (SHIP) Development Model based on a study theorizing the organizational evolution of the ten- year community-university service-learning partnership between the Youth Education Program of the Orange County Asian and Pacific Islander Community Alliance and the Asian American Studies Program at California State University, Fullerton. The authors conducted a self- study intersecting their lenses as feminist activists of color and their use of qualitative methods. They found that they sustained their partnership by intentionally grounding their norms and practice in the values of democracy, equity, social justice, and liberation. The SHIP model has diverse implications for community-university partnerships and the fields of Asian American studies (AAS) and service learning.


Author(s):  
Heidi Hardt

Chapter 7 explains why NATO’s institutional memory continues to develop in the way that it does – despite formal learning processes being underutilized. Findings in this chapter draw on the author’s survey-based interviews with 120 NATO elites. The chapter begins by arguing that NATO’s organizational culture locks-in elites’ preference for relying on informal processes and avoiding formal processes. Key characteristics of NATO’s culture posed challenges for identifying and reporting strategic errors. The organization’s norm of consensus made formal agreements on past strategic errors difficult. Moreover, NATO’s focus on reaction over retrospection and a broader culture of blame aversion provided elites with little incentive to break the tradition of reliance on informal processes for memory development. Elites described feeling continuous pressure to react to the crisis at hand and treat past crises as unique – leaving little reason to invest in learning from past failures.


Author(s):  
Prashant Kale ◽  
Harbir Singh

Innovation is a critical to the success of large, diversified Indian business groups and this chapter explores the specific organizational mechanisms they have adopted to enable and foster innovation in their organizations. First, these groups provide internal markets for much needed capital and talent necessary for innovation to make up for sufficient lack of these institutions externally. In addition, they have pursued the following actions: (a) significantly upped their investments in R&D and innovation, (b) created internal leadership councils to oversee and promote innovation, (c) created an innovation culture that encourages and celebrates entrepreneurship, risk-taking, and tolerance for failure, (d) undertaken formal learning interventions to build the innovation capabilities of their managers, and (e) set-up formal units to in-source innovation from external sources. Indian companies are yet in the early stages of this journey and will have to sustain these practices to demonstrate durable success with innovation.


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