{"id":50928,"date":"2015-06-26T08:57:43","date_gmt":"2015-06-26T12:57:43","guid":{"rendered":"http:\/\/danielschristian.com\/learning-ecosystems\/?p=50928"},"modified":"2015-06-26T14:22:48","modified_gmt":"2015-06-26T18:22:48","slug":"how-do-we-deal-w-an-exponential-pace-of-change-vs-a-normal-linear-curvesteady-pace","status":"publish","type":"post","link":"http:\/\/danielschristian.com\/learning-ecosystems\/2015\/06\/26\/how-do-we-deal-w-an-exponential-pace-of-change-vs-a-normal-linear-curvesteady-pace\/","title":{"rendered":"How do we deal w\/ an exponential pace of change (vs. a normal linear curve\/steady pace)?"},"content":{"rendered":"

From DSC:<\/em>
\nThe article below relates well to this graphic from sparks & honey. <\/span><\/p>\n

NOTE:
\nHigher education is included in this discussion. If we think that we’re not included — and the other forces continue that are putting the heat in higher ed’s kitchen — it’s highly likely that other forms and channels of learning will fill the voids and gaps in what people are looking for and are willing to pay for<\/a>.<\/span><\/p>\n

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\"ExponentialNotLinearSparksNHoney-Spring2013\"<\/p>\n

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How the new economy is changing the workplace, part II\u00a0<\/a><\/strong> — from workdesign.com by Bob Fox; also see part I<\/a> and part III<\/a><\/p>\n

Excerpts:<\/em><\/p>\n

Change is a constant, but when the speed of change increases it becomes a much different animal. Incremental business improvements are much easier to manage, and are a necessary part of all businesses. We tend to think linearly, so disruptive change is the real risk. The challenge with disruptive change is that it is often unpredictable and it generally conflicts with the core competency of a business. What\u2019s more, it can come from other industries.
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\nWhile disruptive change and innovation are likely the cause, it\u2019s the inability of most businesses to deal with or react to those challenges over time<\/em> that\u2019s the death knell. We think tomorrow will be just like today, and we don\u2019t have the workspaces to effectively share, question, and iterate ideas and leverage innovation to sustain our organizations through tough challenges.<\/p>\n

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There is a widespread human tendency, with which we are all of us familiar, that can be simply expressed as the \u201ckink\u201d in the curve where the past meets the future. The exponential line of human technological progress, long driven by information and for the past generation by the power of the chip, is kinked. It is kinked, inevitably, at the present. — Nigel Cameron<\/span><\/p><\/blockquote>\n

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If I had told you 15 years ago that in the future you would have a device that you could carry in your pocket where you can get your mail, make a video call, carry thousands of your favorite songs, take pictures and videos and share them, check the stock market in real time, get the latest headlines immediately, get directions instantly to wherever you wanted to go, make a dinner or hotel reservation, invite your friends and that all of it would be essentially free, you would have thought I was some kind of nut. But look at us now.<\/p>\n

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From DSC:<\/span><\/em>
\nFor institutions of higher education, we need to be able to experiment…to fail…to succeed….to iterate until we find out what’s working and what’s not working. We need more innovative cultures. We need more Trimtab Groups.<\/span><\/p>\n

For K-12 and higher education, we need to teach our kids how to run their own businesses…as it’s highly likely they will be a part of the contingent workforce<\/a> at some point(s) in their lifetimes.<\/span><\/p>\n

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\"TheTrimtabInHigherEducation-DanielChristian\"<\/p>\n

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Also related\/see:<\/span><\/p>\n