Although I wouldn’t dare to sacrifice my own microwave & cell phone to replicate this experiment showing the surprising effects of a mobile phone, but it is interesting to watch the (monster) video.
Friday, May 08, 2009
Saturday, March 28, 2009
99 Seinfeld References
Seinfeld was one of the greatest television programs of all time. With a countless number of inside jokes, nicknames, characters, and story lines, it didn’t take long for the show to develop its very own social language.
Now, thanks to Kiersten Essenpreis whose beautiful painting depicting a massive, heaping pile of 99 references and a reference key is also given
Image courtesy - http://youfail.com
Now, thanks to Kiersten Essenpreis whose beautiful painting depicting a massive, heaping pile of 99 references and a reference key is also given
Image courtesy - http://youfail.com
Monday, February 16, 2009
Kobe, Shaq Reunite to Lead West to Blowout Win
It is always fun to watch Kobe and Shaq. Kobe Bryant and Shaquille O’Neal reunited as teammates for the first time since 2004 to lead the Western Conference to a 146-119 victory over the East in the National Basketball Association’s All-Star Game.
During pregame introductions, Shaq emerged wearing a white plastic mask — the trademark look of the JabbaWockeeZ dance troupe — and he danced with them for two minutes before the rest of the West team was introduced.
Bryant and O’Neal, who won three straight NBA titles with the Los Angeles Lakers from 2000-02, helped the West outscore the East 74-52 during the second half.
The two shared the MVP award as Bryant, who is still with the Lakers, finished with a game-high 27 points. O’Neal, now with the Phoenix Suns after 3 1/2 seasons in Miami, added 17 points and five rebounds.
Bryant, a 6-foot-6 guard, and O’Neal, a 7-foot-1 center, played together with the Lakers from 1996 to 2004 before their falling out led to O’Neal leaving the team. While they’ve been publicly critical of each other in the past, Bryant and O’Neal said they had fun playing together again.
“It felt like old times,” O’Neal, who played 11 minutes, said in a televised interview. “We did that for eight years. We were the best little-man, big-man tandem ever created.”
Watch the highlights
During pregame introductions, Shaq emerged wearing a white plastic mask — the trademark look of the JabbaWockeeZ dance troupe — and he danced with them for two minutes before the rest of the West team was introduced.
Bryant and O’Neal, who won three straight NBA titles with the Los Angeles Lakers from 2000-02, helped the West outscore the East 74-52 during the second half.
The two shared the MVP award as Bryant, who is still with the Lakers, finished with a game-high 27 points. O’Neal, now with the Phoenix Suns after 3 1/2 seasons in Miami, added 17 points and five rebounds.
Bryant, a 6-foot-6 guard, and O’Neal, a 7-foot-1 center, played together with the Lakers from 1996 to 2004 before their falling out led to O’Neal leaving the team. While they’ve been publicly critical of each other in the past, Bryant and O’Neal said they had fun playing together again.
“It felt like old times,” O’Neal, who played 11 minutes, said in a televised interview. “We did that for eight years. We were the best little-man, big-man tandem ever created.”
Watch the highlights
Saturday, November 22, 2008
Michael Moore on Bailout of US Auto Makers
Michael Moore was a recent guest on Larry King talking about the auto bailout. Moore's terrific documentary, "Roger & Me," targeted the auto companies in 1989 while they closed plants and lay off workers. Moore tells Larry King that in the movie when the GM representative said that 30,000 people could be laid off in Flint, he thought it was a joke. Years later, it came true. Moore says he's conflicted, as many of us are, about what to do. He doesn't have any confidence in the leaders of this industry.
Moore doesn't want to see the loss of more jobs in the US auto industry. He also doesn't trust the current management teams that got them into this mess.
CNN Video
Since this interview, the CEOs of the Big Three had a humbling day on Capitol Hill, unable to defend their use of separate corporate jets to bring them to the hearing and more importantly, unable to articulate what they would do with the money they're asking for. They've supposedly gone back to Detroit to work on a proposal and muster the courage to go back to Washington in December.
Moore doesn't want to see the loss of more jobs in the US auto industry. He also doesn't trust the current management teams that got them into this mess.
CNN Video
Since this interview, the CEOs of the Big Three had a humbling day on Capitol Hill, unable to defend their use of separate corporate jets to bring them to the hearing and more importantly, unable to articulate what they would do with the money they're asking for. They've supposedly gone back to Detroit to work on a proposal and muster the courage to go back to Washington in December.
Sunday, October 12, 2008
Saturday, October 11, 2008
Failing Forward
The not-talked-about, terrible truth is that all roads to achievement lead through the land of failure. Every person you admire has walked this road: the Wright brothers, Thomas Edison, Albert Einstein, Blaise Pascal, George Bernard Shaw and Mother Teresa have all experienced failure and learned how to turn it into a stepping stone for success. Leadership expert Peter Drucker says, "The better a man is, the more mistakes he will make, for the more new things he will try." Mistakes really do pave the road to achievement. Failure is either your friend or your enemy - and you choose which it is. If you play a dirge every time you fail, then failure will remain your enemy. But if you determine to learn from your failures, you actually benefit from them - and that makes failure your friend.
William Bolitho said, "The most important thing in life is not to capitalize on our gains. Any fool can do that. The really important thing is to profit from your losses. That requires intelligence; and makes the difference between a man of sense and a fool."
As we come to this eventful years close let us ask the following searching questions in our endeavour to succeed from our failures.
1. WHAT CAUSED THE FAILURE?
2. WHAT SUCCESSES ARE CONTAINED IN THE FAILURE?
3. WHAT CAN I LEARN FROM WHAT HAPPENED?
4. WHO CAN HELP ME WITH THIS ISSUE?
5. WHERE DO I GO FROM HERE?
John Maxwell in his book ‘Failing Forward’ teaches you the steps to turning mistakes into steppingstones for success!..
Anyone can make failure their friend by maintaining a teachable attitude and using a strategy for learning from their mistakes. To turn your losses into profits, ask the following questions every time you face adversity:
1. WHAT CAUSED THE FAILURE?
You won't learn all you can unless you're willing to find out what went wrong in the first place. Were you in a no-win situation? Is there a certain point when things broke down? Can you pinpoint one central mistake?
After his near death experience on Mount Everest, climber Beck Weathers admitted, "When you're up that far, you get high-altitude stupid."
2. WHAT SUCCESSES ARE CONTAINED IN THE FAILURE?
My friend Warren Wiersbe says, "A realist is an idealist who has gone through the fire and been purified. A skeptic is an idealist who has gone through the fire and been burned." Don't allow the fire of adversity to make you a skeptic. Allow it to purify you.
No matter what kind of adversity you experience, there is always a potential jewel of success contained in it. Sometimes it may be difficult to find. But you can discover it if you're willing to look for it.
3. WHAT CAN I LEARN FROM WHAT HAPPENED?
Unfortunately many people react to adversity the same way Peanuts character Charlie Brown does in a comic strip I once read. Charlie is at the beach and has just finished building a beautiful sand castle. But as he stands back to admire his work, his masterpiece is pummelled by a huge wave. Staring at the smooth mound that had been his creation, he says, "There must be a lesson here, but I don't know what it is."
People that approach adversity like Charlie Brown become so consumed by the events that they miss the whole learning experience. But there is always a way to learn from adversity and mistakes. The key is to always maintain a teachable attitude and embrace the idea that Lord Byron once conveyed: "Adversity is the first path to truth."
4. WHO CAN HELP ME WITH THIS ISSUE?
Generally speaking, there are two kinds of learning: experience, which is gained from you own mistakes, and wisdom, which is learned from the mistakes of others. Admiral Hyman Rickover said, "All of us must become better informed. It is necessary for us to learn from others' mistakes. You will not live long enough to make them all yourself."
As much as possible, glean wisdom from the wise counsel of others. Seek advice, but make sure it's from someone who has successfully handled mistakes or adversities.
5. WHERE DO I GO FROM HERE?
In their book "Everyone's a Coach," Don Shula and Ken Blanchard state, "Learning is defined as a change in behavior. You haven't learned a thing until you can take action and use it."
When you are able to learn from bad experiences and turn them into something good, you make a major transition in your life. For several years I've taught that people change when they HURT enough that they have to, LEARN enough that they want to, or RECEIVE enough that they are able to. You may have experience with each of those situations. Make sure that they are agents of positive change in your life each time you face them.
Writer Sydney Harris said, "A winner knows how much he still has to learn, even when he is considered an expert by others. A loser wants to be considered an expert by others before he has learned enough to know how little he knows."
Make a new commitment to learn something from every mistake or adverse experience in your life. The lessons are there for the learning. But failure won't reach out and teach you. You must be willing to make failure your friend by seizing the opportunity to learn.
William Bolitho said, "The most important thing in life is not to capitalize on our gains. Any fool can do that. The really important thing is to profit from your losses. That requires intelligence; and makes the difference between a man of sense and a fool."
As we come to this eventful years close let us ask the following searching questions in our endeavour to succeed from our failures.
1. WHAT CAUSED THE FAILURE?
2. WHAT SUCCESSES ARE CONTAINED IN THE FAILURE?
3. WHAT CAN I LEARN FROM WHAT HAPPENED?
4. WHO CAN HELP ME WITH THIS ISSUE?
5. WHERE DO I GO FROM HERE?
John Maxwell in his book ‘Failing Forward’ teaches you the steps to turning mistakes into steppingstones for success!..
Anyone can make failure their friend by maintaining a teachable attitude and using a strategy for learning from their mistakes. To turn your losses into profits, ask the following questions every time you face adversity:
1. WHAT CAUSED THE FAILURE?
You won't learn all you can unless you're willing to find out what went wrong in the first place. Were you in a no-win situation? Is there a certain point when things broke down? Can you pinpoint one central mistake?
After his near death experience on Mount Everest, climber Beck Weathers admitted, "When you're up that far, you get high-altitude stupid."
2. WHAT SUCCESSES ARE CONTAINED IN THE FAILURE?
My friend Warren Wiersbe says, "A realist is an idealist who has gone through the fire and been purified. A skeptic is an idealist who has gone through the fire and been burned." Don't allow the fire of adversity to make you a skeptic. Allow it to purify you.
No matter what kind of adversity you experience, there is always a potential jewel of success contained in it. Sometimes it may be difficult to find. But you can discover it if you're willing to look for it.
3. WHAT CAN I LEARN FROM WHAT HAPPENED?
Unfortunately many people react to adversity the same way Peanuts character Charlie Brown does in a comic strip I once read. Charlie is at the beach and has just finished building a beautiful sand castle. But as he stands back to admire his work, his masterpiece is pummelled by a huge wave. Staring at the smooth mound that had been his creation, he says, "There must be a lesson here, but I don't know what it is."
People that approach adversity like Charlie Brown become so consumed by the events that they miss the whole learning experience. But there is always a way to learn from adversity and mistakes. The key is to always maintain a teachable attitude and embrace the idea that Lord Byron once conveyed: "Adversity is the first path to truth."
4. WHO CAN HELP ME WITH THIS ISSUE?
Generally speaking, there are two kinds of learning: experience, which is gained from you own mistakes, and wisdom, which is learned from the mistakes of others. Admiral Hyman Rickover said, "All of us must become better informed. It is necessary for us to learn from others' mistakes. You will not live long enough to make them all yourself."
As much as possible, glean wisdom from the wise counsel of others. Seek advice, but make sure it's from someone who has successfully handled mistakes or adversities.
5. WHERE DO I GO FROM HERE?
In their book "Everyone's a Coach," Don Shula and Ken Blanchard state, "Learning is defined as a change in behavior. You haven't learned a thing until you can take action and use it."
When you are able to learn from bad experiences and turn them into something good, you make a major transition in your life. For several years I've taught that people change when they HURT enough that they have to, LEARN enough that they want to, or RECEIVE enough that they are able to. You may have experience with each of those situations. Make sure that they are agents of positive change in your life each time you face them.
Writer Sydney Harris said, "A winner knows how much he still has to learn, even when he is considered an expert by others. A loser wants to be considered an expert by others before he has learned enough to know how little he knows."
Make a new commitment to learn something from every mistake or adverse experience in your life. The lessons are there for the learning. But failure won't reach out and teach you. You must be willing to make failure your friend by seizing the opportunity to learn.
Thursday, October 02, 2008
Neil Gaiman’s The Graveyard Book
Watch Neil Gaiman read The Graveyard Book on a 9-city video tour. At each stop on the tour, Neil will read one chapter from The Graveyard Book. By the end of the tour, on October 9th, you will be able to watch the master storyteller himself read The Graveyard Book in its entirety.
Monday, August 25, 2008
Full Steam Ahead !!!
In most organizations, when executives create a vision for the entire company, they believe it provides clarity, focus and direction. And it is true that it does, at least for those at the top of the organization. Unfortunately, it gradually loses strength as it works its way to the front lines. In fact, research by The Gallup Organization indicates that senior executives are more than twice as likely to feel that an organization’s mission and purpose inspire them to higher levels of performance as frontline workers.
That’s a shame considering that customers are much more likely to come in contact with frontline employees than they are with senior executives in an organization’s corporate headquarters. Why there is disconnect? Why might senior leaders resonate with an organizational vision while the rest of the company does not relate to it? There are many possible answers, but according to Ken Blanchard & Jesse Stoner explains in their book Full Steam Ahead!: Unleash the Power of Vision in Your Work and Your Life a good place to start is by looking at one or more of the following factors: how the vision is created, how it is communicated, and how it is lived or modeled in the organization.
Common Problems with Creating a Vision
While the ultimate responsibility for ensuring an organizational vision rests with the top management, the organization needs to put in place mechanisms to allow other people to have an opportunity to help shape the vision—to put their thumbprint on it. Otherwise, only the senior leaders who created the vision will truly be engaged by it.
Organizations that do not allow other people within the organization to have a hand in influencing their company’s vision statement are missing out on an important opportunity to engage their people. When people have a voice in creating the vision, they develop a deeper understanding of what the vision is really about. It becomes more than just words on a piece of paper, and they see how they can make a contribution, giving purpose to their work. While many successful companies began as the result of the early vision of their leaders—Walt Disney, Bill Gates, and Herb Kelleher, for example—“these pioneers would not have been able to realize their dreams had they not shared those dreams with the people around them.”3 Sharing dreams means helping people see how their own dreams can be incorporated into the vision articulated by the leader so that they want to sign up to bring the dream to reality.
Instead of simply taking the top management to a retreat to put the vision together and then announcing it to others, they recommend that senior leaders encourage dialogue about the vision by asking people these questions: “Would you like to work for an organization that has this vision? Can you see where you fit in the vision? Does it help you set priorities? Does it provide guidelines for making decisions? Is it exciting and motivating? Have we left anything out? Should we delete anything?” They explain that involving people will deepen their understanding and commitment and create a better vision.
Common Problems with Communicating the Vision
Visioning is an ongoing process; you need to talk about it constantly to keep it alive. Too often leadership will introduce a new direction by sending out a letter, creating an announcement, and hosting an event to share the vision with the rest of the company. Then they move on to other things, believing that everyone is on the same page. This is a great way to start but it is not enough to create the kind of ongoing dialogue that needs to occur to bring a vision to life.
Common Problems with Living the Vision
Creating a vision—for your organization or department, for your work, and for your life—is a journey, not a one-time activity. Blanchard and Stoner recommend two strategies that will support your efforts to live your organization’s vision:
* Always focus on your vision — Your vision should be the foundation for your organization. If an obstacle or unforeseen event throws you off course, you may have to change your short-term goals, but your vision should be long lasting. Change is bound to happen. Unforeseen events are bound to occur. When that happens, take stock of where you are, refocus on your vision, and reset your path.
* Show the courage of commitment — True commitment begins when you take action. There will be fears; feel them and move ahead. It takes courage to create a vision, and it takes courage to act on it. Get everyone moving together, trusting each other in committing to the vision. In the words of Goethe, “Whatever you can do, or dream you can, begin it. Boldness has genius, power, and magic in it.”
To help your organization remain focused and committed to its vision, Blanchard and Stoner suggest that you periodically ask yourself these questions:
* Are our goals aligned with our vision?
* How are we progressing toward these goals?
* Has there been a major shift in our business environment that requires a shift in our focus?
* Are we on target, or do we need to readjust?
As Dr. Stoner points out, the launch of the first mission to the moon required thousands of mid-course corrections in addition to great up-front planning and aiming. If the engineers in charge of the project had just pointed and launched without making these corrections, the astronauts would have ended up in the middle of outer space instead of landing successfully on the moon. Setting a clear direction is important. Checking to make sure that you are still on course is just as critical.
A Compelling Vision is the Hallmark of a High Performing Organization
When everyone supports an organizational vision it creates a deliberate, highly focused culture that drives the desired business results. In these organizations, people are energized by, excited about, and dedicated to making the vision a reality. They can describe the vision, are deeply committed to it, and clearly see what their role is in supporting it. They have a noble sense of purpose that creates and focuses energy. The result is an organization where values are aligned and everyone is in the same boat together moving full steam ahead.
That’s a shame considering that customers are much more likely to come in contact with frontline employees than they are with senior executives in an organization’s corporate headquarters. Why there is disconnect? Why might senior leaders resonate with an organizational vision while the rest of the company does not relate to it? There are many possible answers, but according to Ken Blanchard & Jesse Stoner explains in their book Full Steam Ahead!: Unleash the Power of Vision in Your Work and Your Life a good place to start is by looking at one or more of the following factors: how the vision is created, how it is communicated, and how it is lived or modeled in the organization.
Common Problems with Creating a Vision
While the ultimate responsibility for ensuring an organizational vision rests with the top management, the organization needs to put in place mechanisms to allow other people to have an opportunity to help shape the vision—to put their thumbprint on it. Otherwise, only the senior leaders who created the vision will truly be engaged by it.
Organizations that do not allow other people within the organization to have a hand in influencing their company’s vision statement are missing out on an important opportunity to engage their people. When people have a voice in creating the vision, they develop a deeper understanding of what the vision is really about. It becomes more than just words on a piece of paper, and they see how they can make a contribution, giving purpose to their work. While many successful companies began as the result of the early vision of their leaders—Walt Disney, Bill Gates, and Herb Kelleher, for example—“these pioneers would not have been able to realize their dreams had they not shared those dreams with the people around them.”3 Sharing dreams means helping people see how their own dreams can be incorporated into the vision articulated by the leader so that they want to sign up to bring the dream to reality.
Instead of simply taking the top management to a retreat to put the vision together and then announcing it to others, they recommend that senior leaders encourage dialogue about the vision by asking people these questions: “Would you like to work for an organization that has this vision? Can you see where you fit in the vision? Does it help you set priorities? Does it provide guidelines for making decisions? Is it exciting and motivating? Have we left anything out? Should we delete anything?” They explain that involving people will deepen their understanding and commitment and create a better vision.
Common Problems with Communicating the Vision
Visioning is an ongoing process; you need to talk about it constantly to keep it alive. Too often leadership will introduce a new direction by sending out a letter, creating an announcement, and hosting an event to share the vision with the rest of the company. Then they move on to other things, believing that everyone is on the same page. This is a great way to start but it is not enough to create the kind of ongoing dialogue that needs to occur to bring a vision to life.
Common Problems with Living the Vision
Creating a vision—for your organization or department, for your work, and for your life—is a journey, not a one-time activity. Blanchard and Stoner recommend two strategies that will support your efforts to live your organization’s vision:
* Always focus on your vision — Your vision should be the foundation for your organization. If an obstacle or unforeseen event throws you off course, you may have to change your short-term goals, but your vision should be long lasting. Change is bound to happen. Unforeseen events are bound to occur. When that happens, take stock of where you are, refocus on your vision, and reset your path.
* Show the courage of commitment — True commitment begins when you take action. There will be fears; feel them and move ahead. It takes courage to create a vision, and it takes courage to act on it. Get everyone moving together, trusting each other in committing to the vision. In the words of Goethe, “Whatever you can do, or dream you can, begin it. Boldness has genius, power, and magic in it.”
To help your organization remain focused and committed to its vision, Blanchard and Stoner suggest that you periodically ask yourself these questions:
* Are our goals aligned with our vision?
* How are we progressing toward these goals?
* Has there been a major shift in our business environment that requires a shift in our focus?
* Are we on target, or do we need to readjust?
As Dr. Stoner points out, the launch of the first mission to the moon required thousands of mid-course corrections in addition to great up-front planning and aiming. If the engineers in charge of the project had just pointed and launched without making these corrections, the astronauts would have ended up in the middle of outer space instead of landing successfully on the moon. Setting a clear direction is important. Checking to make sure that you are still on course is just as critical.
A Compelling Vision is the Hallmark of a High Performing Organization
When everyone supports an organizational vision it creates a deliberate, highly focused culture that drives the desired business results. In these organizations, people are energized by, excited about, and dedicated to making the vision a reality. They can describe the vision, are deeply committed to it, and clearly see what their role is in supporting it. They have a noble sense of purpose that creates and focuses energy. The result is an organization where values are aligned and everyone is in the same boat together moving full steam ahead.
Friday, August 01, 2008
Universities Offering Free Courses Online
MIT - “MIT OpenCourseWare (OCW) is a web-based publication of virtually all MIT course content. OCW is open and available to the world and is a permanent MIT activity.” MIT’s offering covers a huge range of courses. They have a YouTube channel and offer both audio and video versions of many of their lectures.
Courses Offered - Over 1800
University of California: Berkeley - “Every semester, UC Berkeley webcasts select courses and events for live viewing and on-demand replay over the Internet.” Berkeley’s offering is a little more limited than MIT’s, but it is still substantial. Like MIT, Berkeley has most of its lectures in both audio and video formats.
Courses Offered - Biology, Chemistry, Computer Sciences, Electrical Engineering, History, Geography, Physics, Psychology among others.
CMU (OLI) - “Using intelligent tutoring systems, virtual laboratories, simulations, and frequent opportunities for assessment and feedback, OLI builds courses that are intended to enact instruction – or, more precisely, to enact the kind of dynamic, flexible, and responsive instruction that fosters learning.” CMU offers a handful of courses concentrated around the Sciences. The course materials that they provide alongside are really well organized.
Courses Offered - Engineering Statics, Statistics, Biology, Chemistry, Economics, French, Logic, Physics, Research Methods and Discrete Math
Tufts - “Tufts OpenCourseWare is part of a new educational movement initiated by MIT that provides free access to course content for everyone online. Tufts’ initial course offerings demonstrate the University’s strength in the life sciences in addition to its multidisciplinary approach, international perspective and underlying ethic of service to its local, national and international communities.”
Courses Offered - Agricultural Sciences, Medicine, Genetics, Dentistry, Negotiations, Modern Physics, Law, Nutrition, Film Making and Public Policy among others.
Stanford - “Stanford on iTunes U provides access to a wide range of Stanford-related digital audio content via the iTunes Store, Apple’s popular online music, video, and podcast service.”
Courses Offered - Human-Computer Interaction, The Future Of The Internet, Straight Talk About Stem Cells, Anatomy of Movement, Global Geopolitics, Convex Optimization and Introduction to Robotics among others.
Utah State University - “Utah State OpenCourseWare is a collection of educational material used in our formal campus courses, and seeks to provide people around the world with an opportunity to access high quality learning opportunities.” Utah’s courses are entirely text-based, but they do cover an extremely broad range of topics including Theater Arts and Education.
Courses Offered - Anthropology, Biology, Economics, Education, Electrical Engineering, English, Instructional Technologies, Physics, Theater Arts among others.
University of California: Irvine - “The University of California at Irvine has a long history of social engagement. As a leading public research University, an important part of its mission is to showcase and disseminate the research and scholarship of the University to the public. Open educational content is a concept that will advance human knowledge, creativity, lifelong learning, and the social welfare of educators, students, and self-learners across the globe.”
Irvine only offers a smattering of text-based courses, but if you are interested in business it isn’t a bad start.
Courses Offered - Capital Markets, Fundamental Of Business Analysis, Fundamentals Of Personal Financial Planning, Spa Operations among others
Wikieducator - Wikieducator is a program that is taking a different slant on education online. The idea is that through Wiki technology and a host of other learning tools they should be able to supplement traditional curriculums with online-only classes and in the long run provide a free version of the educational curriculum by 2015. The initiative is being developed in collaboration with the Free Culture Movement and is being sponsored by the Commonwealth of Learning, an organization designed to encourage the development and sharing of open learning/distance education knowledge, resources and technologies. As it stands they have courses ranging from Physical Chemistry to Design and Graphics Communication all the way to a comprehensive course on Facilitating Online Communities.
While this initiative has a lot of potential, they are in need of the type of grass roots support that Wikipedia received if they are going to provide a truly valuable service.
There is another great collection of free courses list available at ZaidLearn
Happy Reading…
Courses Offered - Over 1800
University of California: Berkeley - “Every semester, UC Berkeley webcasts select courses and events for live viewing and on-demand replay over the Internet.” Berkeley’s offering is a little more limited than MIT’s, but it is still substantial. Like MIT, Berkeley has most of its lectures in both audio and video formats.
Courses Offered - Biology, Chemistry, Computer Sciences, Electrical Engineering, History, Geography, Physics, Psychology among others.
CMU (OLI) - “Using intelligent tutoring systems, virtual laboratories, simulations, and frequent opportunities for assessment and feedback, OLI builds courses that are intended to enact instruction – or, more precisely, to enact the kind of dynamic, flexible, and responsive instruction that fosters learning.” CMU offers a handful of courses concentrated around the Sciences. The course materials that they provide alongside are really well organized.
Courses Offered - Engineering Statics, Statistics, Biology, Chemistry, Economics, French, Logic, Physics, Research Methods and Discrete Math
Tufts - “Tufts OpenCourseWare is part of a new educational movement initiated by MIT that provides free access to course content for everyone online. Tufts’ initial course offerings demonstrate the University’s strength in the life sciences in addition to its multidisciplinary approach, international perspective and underlying ethic of service to its local, national and international communities.”
Courses Offered - Agricultural Sciences, Medicine, Genetics, Dentistry, Negotiations, Modern Physics, Law, Nutrition, Film Making and Public Policy among others.
Stanford - “Stanford on iTunes U provides access to a wide range of Stanford-related digital audio content via the iTunes Store, Apple’s popular online music, video, and podcast service.”
Courses Offered - Human-Computer Interaction, The Future Of The Internet, Straight Talk About Stem Cells, Anatomy of Movement, Global Geopolitics, Convex Optimization and Introduction to Robotics among others.
Utah State University - “Utah State OpenCourseWare is a collection of educational material used in our formal campus courses, and seeks to provide people around the world with an opportunity to access high quality learning opportunities.” Utah’s courses are entirely text-based, but they do cover an extremely broad range of topics including Theater Arts and Education.
Courses Offered - Anthropology, Biology, Economics, Education, Electrical Engineering, English, Instructional Technologies, Physics, Theater Arts among others.
University of California: Irvine - “The University of California at Irvine has a long history of social engagement. As a leading public research University, an important part of its mission is to showcase and disseminate the research and scholarship of the University to the public. Open educational content is a concept that will advance human knowledge, creativity, lifelong learning, and the social welfare of educators, students, and self-learners across the globe.”
Irvine only offers a smattering of text-based courses, but if you are interested in business it isn’t a bad start.
Courses Offered - Capital Markets, Fundamental Of Business Analysis, Fundamentals Of Personal Financial Planning, Spa Operations among others
Wikieducator - Wikieducator is a program that is taking a different slant on education online. The idea is that through Wiki technology and a host of other learning tools they should be able to supplement traditional curriculums with online-only classes and in the long run provide a free version of the educational curriculum by 2015. The initiative is being developed in collaboration with the Free Culture Movement and is being sponsored by the Commonwealth of Learning, an organization designed to encourage the development and sharing of open learning/distance education knowledge, resources and technologies. As it stands they have courses ranging from Physical Chemistry to Design and Graphics Communication all the way to a comprehensive course on Facilitating Online Communities.
While this initiative has a lot of potential, they are in need of the type of grass roots support that Wikipedia received if they are going to provide a truly valuable service.
There is another great collection of free courses list available at ZaidLearn
Happy Reading…
Sunday, July 27, 2008
Balancing toughness and tenderness in dealing with people
Leaders’ must balance toughness and tenderness in dealing with their employees on a day to day basis. Tim Elmore describes these leaders who balance both task orientation (toughness) and people orientation (tenderness) as Velvet-Covered Bricks. They are firm and strong on the inside, but soft and pleasant on the outside.
Some leaders are so tough they could chew nails, but their insensitivity prevents them from connecting with their employees. Ignorant of the emotions around them, they rely on authority and scare tactics to earn the allegiance of their team.
Other leaders go the extra mile to earn the admiration of those they lead. They love to be seen as the “good guy,” and they go soft on their team. To protect their popularity, they sacrifice healthy confrontation or neglect holding employees accountable.
A Velvet-Covered Brick leader makes difficult decisions, but at the same time, they act as emotional caretakers to the people their choices affect. They instill discipline, but they also provide encouragement and inspiration.
Dr. John Maxwell tells how to equip you to become velvet covered brick leader. The summary comparison of the two types of leaders is given below
CONFRONT PROBLEMS BUT CONSIDER PERSPECTIVES
Velvet-Covered Brick leaders are not afraid to deal with conflict in order to iron out an unhealthy situation. By actively addressing problems, they are peacemakers as opposed to peacekeepers. At the same time, such a leader remains open to the perspective of others. Although supremely confident, a wise leader knows the fallibility of his or her judgment, and they turn an attentive ear to those who share differing opinions.
COMMITTED TO RESULTS AND COMMITTED TO RELATIONSHIPS
Leaders with a Velvet-Covered Brick mentality refuse to compromise goals or take the easy road out of tough spots. They relentlessly set the bar high so that the team achieves its potential. Yet, all the while, leaders value people just as much as productivity. They never sacrifice relationships simply to get results
PROFESSIONAL AND PERSONAL
The Velvet-Covered Brick type of leader maintains an aura of professionalism in the workplace at all times. Such a leader stays poised in the most heated moments and keeps control of his or her emotions. While approachable, they reserve part of themselves (their fears, knowledge, insights) so that they can effectively motivate the team from a place of authority.
At the same time, leaders don’t want to come across as aloof, distant, or plastic. The best leaders are warm, genuinely interested in their teammates, and intentional in understanding what makes each person unique. Additionally, to connect with the team, they may show selectively disclose information about themselves or even let down their emotional guard during a meeting.
TAKE CRITICISM AND SERVE THE CRITIC
Leaders who aspire to be Velvet-Covered Bricks develop thick skin and bypass the desire to retaliate against critics. Instead, they graciously accept criticism and welcome confrontation. Then, they take pains to win over their critics by reaching out them. They go the extra mile to wade through conflict until resolution can be reached.
RESPECTED AND APPROACHABLE
A leader earns respect on the basis of what he or she has done. More often than not, respect is gained on difficult ground. Adverse circumstances test the mettle of a leader and show a leader’s true merit.
For a Velvet-Covered Brick leader, respect is balanced by approachability. An approachable leader has a consistent mood, is quick to forgive, willing to apologize, and shows authenticity. A leader at ease with him puts others at ease. Secure leaders aren’t constantly seeking validation from others, and, as such they are free to add value to those they lead rather than deriving value from the approval of those around them.
People are drawn to leaders who value them. They will approach a leader who makes them feel encouraged, helps them grow, and treats them honestly.
Some leaders are so tough they could chew nails, but their insensitivity prevents them from connecting with their employees. Ignorant of the emotions around them, they rely on authority and scare tactics to earn the allegiance of their team.
Other leaders go the extra mile to earn the admiration of those they lead. They love to be seen as the “good guy,” and they go soft on their team. To protect their popularity, they sacrifice healthy confrontation or neglect holding employees accountable.
A Velvet-Covered Brick leader makes difficult decisions, but at the same time, they act as emotional caretakers to the people their choices affect. They instill discipline, but they also provide encouragement and inspiration.
Dr. John Maxwell tells how to equip you to become velvet covered brick leader. The summary comparison of the two types of leaders is given below
CONFRONT PROBLEMS BUT CONSIDER PERSPECTIVES
Velvet-Covered Brick leaders are not afraid to deal with conflict in order to iron out an unhealthy situation. By actively addressing problems, they are peacemakers as opposed to peacekeepers. At the same time, such a leader remains open to the perspective of others. Although supremely confident, a wise leader knows the fallibility of his or her judgment, and they turn an attentive ear to those who share differing opinions.
COMMITTED TO RESULTS AND COMMITTED TO RELATIONSHIPS
Leaders with a Velvet-Covered Brick mentality refuse to compromise goals or take the easy road out of tough spots. They relentlessly set the bar high so that the team achieves its potential. Yet, all the while, leaders value people just as much as productivity. They never sacrifice relationships simply to get results
PROFESSIONAL AND PERSONAL
The Velvet-Covered Brick type of leader maintains an aura of professionalism in the workplace at all times. Such a leader stays poised in the most heated moments and keeps control of his or her emotions. While approachable, they reserve part of themselves (their fears, knowledge, insights) so that they can effectively motivate the team from a place of authority.
At the same time, leaders don’t want to come across as aloof, distant, or plastic. The best leaders are warm, genuinely interested in their teammates, and intentional in understanding what makes each person unique. Additionally, to connect with the team, they may show selectively disclose information about themselves or even let down their emotional guard during a meeting.
TAKE CRITICISM AND SERVE THE CRITIC
Leaders who aspire to be Velvet-Covered Bricks develop thick skin and bypass the desire to retaliate against critics. Instead, they graciously accept criticism and welcome confrontation. Then, they take pains to win over their critics by reaching out them. They go the extra mile to wade through conflict until resolution can be reached.
RESPECTED AND APPROACHABLE
A leader earns respect on the basis of what he or she has done. More often than not, respect is gained on difficult ground. Adverse circumstances test the mettle of a leader and show a leader’s true merit.
For a Velvet-Covered Brick leader, respect is balanced by approachability. An approachable leader has a consistent mood, is quick to forgive, willing to apologize, and shows authenticity. A leader at ease with him puts others at ease. Secure leaders aren’t constantly seeking validation from others, and, as such they are free to add value to those they lead rather than deriving value from the approval of those around them.
People are drawn to leaders who value them. They will approach a leader who makes them feel encouraged, helps them grow, and treats them honestly.
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