Is what one must be in today’s hyped up hyper world.
Even in the Learning business. In an Enterprise context.
For there there is too much Foo Foo.
Sources that should be trustworthy have recently promoted some invalid stuff, shall we say.
Now they too can no longer be totally trusted. Why did they do that to themselves?
Who is watching out for their integrity?
Who – is in your networks – matters.
Your Personal networks – matter.
Your Professional networks – matter.
Your F2F networks – matter.
Your Virtual networks – matter.
And what they bring to the network.
What they bring to you.
Invest Your Time Wisely
Learn and follow evidence-based practices – EBP. Find your sources for that – in your professional disciplines.
And learn what to avoid too. That’s just as important. Maybe more so.
Here is a starter list for you – my index and collection of some of the content addressing Myths/ Foo Foo – here.
And here is a starter organization frame for you to adopt/adapt…
From the Foreword – Richard E. Clark, Ed.D. – October 9, 2011
Part of the cost-benefit proposition in this book is that it is a twofer – two books in one. A significant chunk of the book provides a structured outline and guide to most of the issues one should consider when designing, assessing and repairing the management and performance of an organization. These are the first four of the “Foci” he describes – key concerns such as Alignment, Processes, Practices and Resources for stakeholders. A shorter but no less fascinating part of the book emphasizes his “Fifth Foci.” In it he uses the management road map he creates to point out the most comprehensive list yet of the unwarranted assumptions, common misconceptions, half-truths and outright lies about management and human performance at work. He calls it the “Foo Foo Focus” and he trains the crosshairs on the snake oil that is sold for each of the other four focus areas. This section alone is worth the price of the book. Readers are cautioned to approach it with an open mind because it is likely that everyone will recognize one or more of the misconceptions he points out as a principle that we hold dear. Yet there is solid evidence to support every one of the Foo Foo strategies he lists.
Most of the recent reviews of research on organizational management have concluded that in general, it is poorly done and in great need of workable solutions. Guy Wallace’s Fifth Management Foci is a significant step in the right direction.
Avoid the Foo Foo.
By simply paying close attention to “the Requirements of Process/performance” – and Enabling Them.
You can do it!
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