management and pedagogy

All pioneers! Inventing the future of management and pedagogy

Many people are questioning changes in management and pedagogy. Many are "in the blue" as far as future practices are concerned. Digital deployment reinforces the conviction that they will be disruptive. Our brains, mainly trained to integrate frameworks designed in the past, have become accustomed to repeating and improving known workings. They are a bit helpless (so are we) in front of this blank page. Fortunately some sectors are ahead of the game, we can draw inspiration from them.   
 
Aeople are a valuable resource in this area
 
They heard about psychology when they were kids. This will be the first age group to learn about brain complexity. To understand that it offers them singular skills and that this particularity has a price (assets and limitations). As neurobiological knowledge spreads, it will become impossible to ignore human complexity, or very old-fashioned to remain ignorant on these subjects. Cognitive "shortcuts" are better known, and the means to overcome them are inspiring researchers in management and education. Emotional issues are demystified, mimetic contagions are beginning to be taken seriously. This knowledge, coupled with digital innovations, promises major upheavals. At Cachan, teachers are looking for new ways to bring together pedagogy, neuroscience and digital technology in order to invent new solutions.  

See the online interventions of the first symposium of Cachan on the theme : PEDAGOGY, NEUROSCIENCES AND DIGITAL:

 
 
The way to increase the level of consciousness of subjective beings was opened at the end of the 19th century by Freud and Jung.
 
The 20th century was that of the development of the work of PALO ALTO, of Bateson's work... of the birth of behavioural therapies, of NLP... The 21st century will be that of the apprehension of a higher level of complexity in relational interaction. Many researchers are seeking to understand how consciousness emerges, while at the same time illuminating us on the power of unconscious processes. Antonio DAMASIO, Jaak PANSKEPP scrutinize emotions, PIXAR makes a first film for families. Jean-Philippe LACHAUX describes the constraints of attention. Christophe ANDRE, Matthieu RICARD, and Alexandre JOLLIEN prepare minds for more tolerance and openness of self. HR, consultants, trainers and coaches are beginning to integrate this knowledge into their proposals. France is lagging behind the USA and Canada. The next few years will be devoted to innovation based on these insights.   
 
A paradigm shift is already taking place 
 
Advertiser Jean-Marie DRU (1) shows how a disruptive approach to innovation has offered new avenues for brands. It proposes fifteen questions inviting to experiment a creative disruption source of value for organizations. Today new types of leaders are emerging in society. New models of authority have been born. Entrepreneurship as the main energy. Innovation as a religion. Interaction as a way of life. Meditation and self-care as restorative hygiene. Relational complexity as daily bread. Negotiation as a democratic foundation. Ontological security as an indispensable resource. A human being who knows himself, accepts himself and knows how to transform himself..... Some are already there. Others are on the way. Tension is building up between those who find it difficult to adapt and those who are moving at full speed.   
 
This voltage is to be exceeded
 
Managers and teachers need to devise models that value different types of profiles and talents. These models must be disruptive, based on innovations that invite us to review our old reference frameworks. Inventive capacity, decision-making audacity, authority of competence and coaching ability, combined with benevolence and respect for differences, seem to me to be the real challenge for new collaborative leaders. The search for agility and creativity that plagues companies - and which is sometimes just an aspiration, or even an injunction - will become more and more prevalent. The disclosure of knowledge about the human brain's room for manoeuvre, when not accompanied by a minimum of lucidity about psychological difficulties and the suffering that results from them, can also lead to violent demands. A new panoply of governance, cooperative work, ethical accompaniment, diversified training...are emerging.
If the last 50 years have seen the blossoming of managerial models from the twentieth century, the next 50 years will see the emergence of new tools from the digital age and neurosciences. Their simultaneous development invites us to invent the future of management and pedagogy.
 
 
 
(1) Jean-Marie DRU, News, PEARSON 2016
 

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