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Seen

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It's means

why Career

what society problems deserve a career

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GIPHY (fun 'GIFs' for virtual ice-breakers)

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GIPHY (fun 'GIFs' for virtual ice-breakers)

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GIPHY is your top source for the best & newest GIFs & Animated Stickers online. Find everything from funny GIFs, reaction GIFs, unique GIFs and more.

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Diana Laurilard's '6 learning types' - video

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Diana Laurilard's '6 learning types' - video

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This is the intro video we watched at the begin
ning

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Diana Laurillard introduces the six learning types

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Quick video that we started watching in session one...

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Celeste Headlee: 10 ways to have a better conversation | TED Talk

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When your job hinges on how well you talk to people, you learn a lot about how to have conversations -- and that most of us don’t converse very well. Celeste Headlee has worked as a radio host for decades, and she knows the ingredients of a great conversation: Honesty, brevity, clarity and a healthy…

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Mona Chalabi: 3 ways to spot a bad statistic

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Sometimes it's hard to know what statistics are worthy of trust. But we shouldn't count out stats altogether ... instead, we should learn to look behind them. In this delightful, hilarious talk, data journalist Mona Chalabi shares handy tips to help question, interpret and truly understand what the numbers are saying.

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For remote teams, start by creating a collaboration document, like a Trello board or Confluence page. You can use the templates provided, if you'd like, or create one of your own.

For in-person teams, find a whiteboard or large paper, sticky notes, markers, and a meeting room.

On the digital document, paper or whiteboard, add columns with the following headers:

What could cause us to miss our deadline?

What will keep our project on time?

What does this project need that we don't have?

What do we already have that this project needs?

What lessons have you learned from past projects?

What are you worried about?

What are you excited about?

To discuss

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How to Run a Project Premortem Exercise with your Team

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For remote teams, start by creating a collaboration document, like a Trello board or Confluence page. You can use the templates provided, if you'd like, or create one of your own. For in-person teams, find a whiteboard or large paper, sticky notes, markers, and a meeting room.

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A premortem is literally the opposite of a postmortem: an autopsy is not performed on something that has happened to know the cause of death, but possible futures are projected in which an idea, project, product, company... Goes wrong (a death occurs) and the causes of it are analyzed with the aim of avoiding it and, by extension, improving. It would be like hacking something with the imagination of future scenarios.

Although we can hear renowned people talking about it, like Guy Kawasaki or Daniel Kahneman, the inventor was Gary Klein, a research psychologist famous for being a pioneer in the field of naturalistic decision making. It's an exercise that can be done alone or in a group and is oriented to a specific situation, making it much more effective than the classic brainstorming. In an HBR article, Klein explains in detail how a session works:

A typical premortem begins after the team has been briefed on the plan. The leader starts the exercise by informing everyone that the project has failed spectacularly. Over the next few minutes those in the room independently write down every reason they can think of for the failure - especially the kinds of things they ordinarily wouldn't mention as potential problems, for fear of being impolitic. For example, in a session held at one Fortune 50-size company, an executive suggested that a billion-dollar environmental sustainability project had "failed" because interest waned when the CEO retired. Another pinned the failure on a dilution of the business case after a government agency revised its policies.

Next the leader asks each team member, starting with the project manager, to read one reason from his or her list; everyone states a different reason until all have been recorded. After the session is over, the project manager reviews the list, looking for ways to strengthen the plan.

Something really interesting about this exercise is that it eliminates biases, specifically the retrospective bias. Human beings are very good at explaining an event that has happened (I recommend that you read Nassim Nicholas Taleb and his Black Swan) and we have a psychological bias that makes us think we already knew it, and blocking us with the forecasts for the fear of failing. This exercise positions us in the future but in a safe and focused way, having to go backwards, thus reducing the level of utopian optimism.

Without a doubt, a simple but interesting exercise in the exciting world of design futures (I hope to publish a series of articles about it shortly).

#365daysof #transhumanism #futurism #designfutures #innovation #day281

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Premortem, a simple prospective exercise to make better decisions

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A premortem is literally the opposite of a postmortem: an autopsy is not performed on something that has happened to know the cause of death, but possible futures are projected in which an idea, project, product, company... Goes wrong (a death occurs) and the causes of it are analyzed with the aim of avoiding it and, by extension, improving.

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Example of a premortem: "What could go wrong with a workshop?" (Group 1) 

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Example of a premortem: "What could go wrong with a workshop?" (Group 1) 

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Tool: Miro

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Spot the fake news headlines: Online quiz

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Spot the fake news headlines: Online quiz

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Source: The Guardian

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This lesson focuses on the NewsWise value: truthful To identify fake news and its consequences. Explain what fake news is and why it is created. Identify what questions to ask and what checks to make to decide whether a news report is fake or real.

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Source: The Guardian

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Log in to the 'Learning Designer' to plan your workshop/teaching/training

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Log in to the 'Learning Designer' to plan your workshop/teaching/training

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Learning Designer resources and guidelines

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Learning Designer resources and guidelines

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The Learning Designer was developed by a team led by Diana Laurillard at the UCL Knowledge Lab and is free for anyone to use.

You can find it at learningdesigner.org.

The Learning Designer

The Learning Designer helps teachers and lecturers design teaching and learning activities using the six learning types from the Conversational Framework.

It also provides some feedback on your design by showing you the proportion of each of the different learning types in your eventual design in the form of a pie chart, so you can see where you might need to make adjustments.

Watch the video below to find out how to use the Learning Designer tool:
Learning Designer Tutorial
You can read more about the Learning Designer in the crib sheet below:
Learning Designer crib sheet
Finally, if you would like a guide to the features and function of the Designer Screen in the Learning Designer (where you create your designs) take a look at this guide:
A Guide to the Designer Screen of the Learning Designer

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The Learning Designer was developed by a team led by Diana Laurillard at the UCL Knowledge Lab and is free for anyone to use. You can find it at learningdesigner.org. The Learning Designer helps teachers and lecturers design teaching and learning activities using the six learning types from the Conversational Framework.

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6 Thinking Hats - Parallel Thinking Worksheet