Maya Angelou on freedom – fantastic 1973 conversation with Bill Moyers.

Maya Angelou on freedom – fantastic 1973 conversation with Bill Moyers.

Maya Angelou on freedom – fantastic 1973 conversation with Bill Moyers.

From Brain pickings – Maria Popova:

(…) After Moyers, a true celebrator of his guests, enumerates Angelou’s many accomplishments and accolades in a short biographical introduction, he smoothly glides into the uncomfortable but necessary, asking the author about the parallel struggles of being both black and female “in a society that doesn’t know who you are.” Her answer comes as a vital reminder that “identity is something that you are constantly earning … a process that you must be active in”:

Well, one works at it, certainly. Being free is as difficult and as perpetual — or rather fighting for one’s freedom, struggling towards being free, is like struggling to be a poet or a good Christian or a good jew or a good Moslem or a good Zen Buddhist. You work all day long and achieve some kind of level of success by nightfall, go to sleep and wake up in the next morning with the job still to be done. So you start all over again.”


Maya Angelou on The Black Side of the Tracks

In this “Moyers Moment” from the 1982 series Creativity, the esteemed poet Maya Angelou travels with Bill Moyers to her childhood town of Stamps, Arkansas, where she experienced the brutality of racial discrimination, but was also fortified by the values of the traditional African-American family, community, and culture.


Maya Angelou, On the Pulse of Morning

Spoken at the Presidential Inauguration Ceremony, January 20, 1993 
A Rock, A River, A Tree
Hosts to species long since departed,
Mark the mastodon.
The dinosaur, who left dry tokens
Of their sojourn here
On our planet floor,
Any broad alarm of their of their hastening doom
Is lost in the gloom of dust and ages.
But today, the Rock cries out to us, clearly, forcefully,
Come, you may stand upon my
Back and face your distant destiny,
But seek no haven in my shadow.
I will give you no hiding place down here.
You, created only a little lower than
The angels, have crouched too long in
The bruising darkness,
Have lain too long
Face down in ignorance.
Your mouths spelling words
Armed for slaughter.
The rock cries out today, you may stand on me,
But do not hide your face.
Across the wall of the world,
A river sings a beautiful song,
Come rest here by my side.
Each of you a bordered country,
Delicate and strangely made proud,
Yet thrusting perpetually under siege.
Your armed struggles for profit
Have left collars of waste upon
My shore, currents of debris upon my breast.
Yet, today I call you to my riverside,
If you will study war no more.
Come, clad in peace and I will sing the songs
The Creator gave to me when I
And the tree and stone were one.
Before cynicism was a bloody sear across your brow
And when you yet knew you still knew nothing.
The river sings and sings on.
There is a true yearning to respond to
The singing river and the wise rock.
So say the Asian, the Hispanic, the Jew,
The African and Native American, the Sioux,
The Catholic, the Muslim, the French, the Greek,
The Irish, the Rabbi, the Priest, the Sheikh,
The Gay, the Straight, the Preacher,
The privileged, the homeless, the teacher.
They hear. They all hear
The speaking of the tree.
Today, the first and last of every tree
Speaks to humankind. Come to me, here beside the river.
Plant yourself beside me, here beside the river.
Each of you, descendant of some passed on
Traveller, has been paid for.
You, who gave me my first name,
You Pawnee, Apache and Seneca,
You Cherokee Nation, who rested with me,
Then forced on bloody feet,
Left me to the employment of other seekers–
Desperate for gain, starving for gold.
You, the Turk, the Swede, the German, the Scot…
You the Ashanti, the Yoruba, the Kru,
Bought, sold, stolen, arriving on a nightmare
Praying for a dream.
Here, root yourselves beside me.
I am the tree planted by the river,
Which will not be moved.
I, the rock, I the river, I the tree
I am yours–your passages have been paid.
Lift up your faces, you have a piercing need
For this bright morning dawning for you.
History, despite its wrenching pain,
Cannot be unlived, and if faced with courage,
Need not be lived again.
Lift up your eyes upon
The day breaking for you.
Give birth again
To the dream.
Women, children, men,
Take it into the palms of your hands.
Mold it into the shape of your most
Private need. Sculpt it into
The image of your most public self.
Lift up your hearts.
Each new hour holds new chances
For new beginnings.
Do not be wedded forever
To fear, yoked eternally
To brutishness.
The horizon leans forward,
Offering you space to place new steps of change.
Here, on the pulse of this fine day
You may have the courage
To look up and out upon me,
The rock, the river, the tree, your country.
No less to Midas than the mendicant.
No less to you now than the mastodon then.
Here on the pulse of this new day
You may have the grace to look up and out
And into your sister’s eyes,
Into your brother’s face, your country
And say simply
Very simply
With hope
Good morning.

Google irá vender publicidade para o Facebook


O cenário de ficção futura se torna realidade: o filme criado de um ponto de vista de ficção, em novembro de 2004, para ser uma peça de museu em 2014 (EPIC 2014 – “Museum of Media History” in the year of 2014) sobre o futuro da mídia, se torna uma realidade com o anúncio de que as rivais se aliaram: o Google irá vender publicidade para o Facebook.

artigo de Harold Jarche: Shifting responsibility by taking responsibility

Hetain Patel: Who am I? Think again


How do we decide who we are? Hetain Patel’s surprising performance plays with identity, language and accent — and challenges you to think deeper than surface appearances. A delightful meditation on self, with performer Yuyu Rau, and inspired by Bruce Lee.

In his compelling stage works, Hetain Patel uses powerful imagery and storytelling to examine questions of identity. Full bio »

Aprendizagem baseada em problemas


Paste a Video URL

Aprendizagem baseada em problemas (PBL- Problem based Learning)

Disciplina Resolução de Problemas – Curso da Escola de Artes Ciências e Humanidades (EACH) da USP – Prof. Ulisses Araújo, e UFSCar.

Ex Isto


“… usque consumatio doloris legendi” (leitura penosa até a consumação)
“Ex Ist” – The poet imagined a historical hypothesis: “And if René Descartes had come to Brazil with Maurício de Nassau?”

Um filme livremente inspirado na obra Catatau, de Paulo Leminski. O poeta imaginou uma hipótese histórica: “E se René Descartes tivesse vindo ao Brasil com Maurício de Nassau?”. Interpretado por João Miguel, o personagem envereda pelos trópicos, selvagem e contemporâneo, sob o efeito de ervas alucinógenas, investigando questões da geometria e da ótica diante de um mundo absolutamente estranho.

Ficha Técnica: Cao Guimarães, Minas Gerais, 86 min, 2010

Encontro Inesquecível: Paulo Freire e Seymour Paper (1990´s)


O Futuro da escola e o impacto dos novos meios de comunicação no modelo de escola atual. Um bate papo memorável entre dois ícones da pedagogia moderna.

How a Radical New Teaching Method Could Unleash a Generation of Geniuses

Meu comentário:

Hi Wired and everyone,

That´s is a very good article, much more than that it´s a very big change in the world, a true paradigm shift:
From XX century: reading, writing, and arithmetic
To XXI century: teamwork, problem-solving, and interpersonal skills.
Thank you very much.

Also I would like to add two more little items, because, I thing this still almost anglo saxon and western society reference knowledge “view” of world history:

1- An Unforgettable Encounter between Paulo Freire and Seymour Papert (1990´s)… (49:30)

2- The Wersten Sociesty is on ‘State of Denial’? Yes. I do thing so:
Celso Furtado and the West Society on ‘State of Denial’


“Reading the world precedes reding the word” (Paulo Freire)

sylvia gray

Freire’s Pedagogy of the Oppressed and a whole lineage of critical
educators haunt this, but the theme of the article is about abandoning
education as worker prep for the Industrial Revolution and making better
workers for the Digital Age. The idea of educating for the workplace is hardly “radical.” The student-centered approach, however, encouraging the interrogation of the world, including how work is organized, economic systems, inequality, etc., is indeed “radical,” and deserved even a nod here.

The Birth of PKM- Personal Knowledge Management by Edgar Morin in 1999


La tête bien faite. Repenser la réforme, réformer la pensée (1999). Free translation to english: Head well done. Rethinking reform, reform of thought (study of complexity). To Português: A CABEÇA BEM-FEITA: Repensar a reforma –  Reformar o pensamento (2003).

I read the article ((via Pierre Levy re-scoop) and video from Harold Jarche (Sense-making for success), and that led me to a new awareness, it was a great insight, because it took me over 10 years ago, when I read the book by Edgar Morin (La tête bien faite. Repenser it réforme , reformer la pensée, 1999). and they said on the first page before summary:

This book is Intended to all, but It Could Particularly helping teachers and students. I would like that the latest, If They access this book, and if education is bored, discouraged, depressed or bother, you could use my chapters to take your own education.

It’s what I’ve been doing since then, but had not much awareness about it.
Now I can say, clearly, that post PKM- Personal Knowledge Management, led me to a new awareness and marketing personnel:

From XX century: reading, writing, arithmetic and storytelling
To XXI century: teamwork, problem-solving, interpersonal skills and narratives.

Sinopse of the book:

Il est préconisé ici de réformer la pensée pour réformer l’enseignement et de réformer l’enseignement pour réformer la pensée. Dans le sens de la réforme de la pensée, edgar morin propose les principes qui permettraient de suivre l’indication donnée par pascal: ” je tiens impossible de connaître les parties sans connaître le tout, non plus que de connaître le tout sans connaître particulièrement les parties. ” ces principes conduisent au-delà d’une connaissance fragmentée qui, rendant invisibles les interactions entre un tout et ses parties, brise le complexe et occulte les problèmes essentiels ; ils conduisent également au-delà d’une connaissance qui, ne voyant que des globalités, perd le contact avec le particulier, le singulier et le concret. Ils conduisent à remédier à la funeste désunion entre la pensée scientifique, qui dissocie les connaissances et ne réfléchit pas sur le destin humain, et la pensée humaniste, qui ignore les acquis des sciences pouvant nourrir ses interrogations sur le monde et sur la vie. d’où la nécessité d’une réforme de pensée, qui concerne notre aptitude à organiser la connaissance et permettrait la liaison des deux cultures divorcées. Dès lors pourraient réapparaître les grandes finalités de l’enseignement qui devraient être inséparables : susciter une tête bien faite plutôt que bien pleine, enseigner la condition humaine, initier à vivre, affronter l’incertitude, apprendre à devenir citoyen.
La Tete Bien Faite ; Penser La Reforme de Edgar Morin


Book online in português:

Storytelling e Narrativas


Posted on 07/10/2013 by 

Um aluno do Curso de Extensão, Eduardo Henrique Monteiro Oliveira, administrador profissional, chamou-me a atenção sobre a educação corporativa através do storytelling. Disse-me que “os psicólogos afirmam que o ingresso em mundo fictícios alteram radicalmente a maneira como a informação é processada, pois as histórias baixam nossa guarda intelectual — que emerge quando lemos [ou vemos] argumentos factuais que nos deixam críticos ou céticos. Assim, nos deslocam para um plano emocional que faz essas defesas se enfraquecerem“.

Fui pesquisar na web para ver de o que se trata. Achei: Como o Cinema pode inspirar as Empresas? Percebi que há muitos pontos comuns com a experiência interdisciplinar que tenho feito, intuitivamente, via Economia no Cinema.

Em poucas palavras, trata-se de contar histórias. Nossos ancestrais já tinham esse hábito, quando, à noite, os velhos sábios se reuniam com os jovens em volta de fogueiras e falavam do conhecimento adquirido pelos antecedentes. Era a forma de transmissão oral de um saber. Visava a perpetuação de práticas e conhecimentos necessários à sobrevivência da comunidade.

O que hoje é chamado de storytelling, na prática de Educação Corporativa, busca garantir que o empregado da empresa não somente entenda o que está por trás da história empresarial, mas que se conecte com qualquer parte daquela narrativa, passando a fazer parte do enredo de alguma maneira. No caso, contar histórias não é apenas entretenimento, mas sim a gestão do conhecimento ou a divulgação da cultura da empresa. Eu, por exemplo, poderia contar várias histórias de bancos!

A primeira grande vantagem de se utilizar histórias de sucesso em uma empresa, sejam elas baseadas na vida de fundadores ou gestores da organização, é que elas carregam os valores, princípios éticos e fundamentos norteadores para o futuro de uma empresa. A formação técnica das pessoas não cabe ao storytelling. Esta trata da necessária formação cultural e estratégica. O que se busca com essa prática é traçar os cenários de mudanças, priorizando atitudes e formas de encarar situações complexas ou mesmo novos direcionamentos estratégicos nas empresas.

A “jornada do herói”, típica em todos os roteiros cinematográficos, aparece também nessas narrativas. Conta-se o que ocorreu em outros tempos difíceis, através da postura diferenciada do líder empresarial diante dos maiores desafios.

Muitas histórias contadas nas empresas referem-se aos fundadores em conjunturas muito diferentes. “Isso pode ser um fator negativo, caso a história não seja bem contada ou bem contextualizada. O que importa não é o tempo ou o personagem, até porque diferem em muito do momento atual. Importa sim como a história é contada e direcionada para o momento presente, enfatizando-se as lições, valores, princípios éticos, morais e atitudes dos personagens em questão. O que precisa ficar para os colaboradores é a representação simbólica e coletiva do legado desses personagens, como forma a impulsionar uma mudança de postura.”

Para evitar a personalização e/ou mitificação do patrão, não seria melhor contar estórias através do cinema? Qual seria o critério de seleção dessas estórias a serem contadas ou mostradas? Existe um método para o storytelling na educação?

Para qualquer situação em que se utilize o storytelling com finalidade educacional, é preciso que os eventos se desencadeiem de forma lógica e que seja deduzida uma “moral da história”. Após contar uma estória através da exibição de um filme, cabedestacar alguns pontos:

  1. Contexto histórico;
  2. Ação de quebrar rotinas, mudar cenários;
  3. Eventos de impacto que representaram mudança de trajetória para os protagonistas;
  4. Exame do personagem carismático que anseia pela conquista de algo, gerandoidentificação na plateia;
  5. Destacar o personagem antagonista e os obstáculos enfrentados, pois oprotagonista “heroi” sempre luta contra algo ou alguém: um outro personagem vilão, movimentos coletivos insurgentes, ou mesmo obstáculos de natureza fortuita;
  6. Contextualizar, claramente, o conflito histórico;
  7. Da disputa do protagonista com o antagonista, é preciso que se configure umcenário de tensão, levando o conflito até o ouvinte ou o espectador, fazendo-o ficar atento e envolvido com a história;
  8. Ordenar de forma lógica a história, de maneira que o começo, o meio e o fim geram sentido para o ouvinte ou espectador.

A aplicação do storytelling em Educação é um tipo de influência sobre modelos mentais preconcebidos. Possui poder de persuasão para transmitir conhecimentos. É um processo de transferência ou troca de conhecimentos e produção de sentido para as pessoas. Os meios virtuais como portais de educação, blogs, redes sociais e outros similares, tão marcantes nos tempos atuais, também podem e devem ser apropriados nesse processo.

Contar histórias é ancestral e fundamental para alcançar a geração nativa digital. Para os gestores e os professores, é uma nova habilidade a ser aperfeiçoada. Possuir a arte da narração é uma competência determinante para a liderança de um grupo de colaboradores ou uma turma de alunos.

Existem pessoas que já tem uma habilidade natural para contar histórias. Certamente, terão mais facilidade ao encarar o storytelling como ferramenta estratégica de gestão do conhecimento. Porém, para aqueles que não possuem essa habilidade, é preciso que hajaformação e treinamento para contar histórias que vão garantir a sobrevivência de suas empresas ou bom êxito da tarefa educacional.

Fonte: Ubirajara Neiva (Gestor de Educação Corporativa):

“Ao tentar comunicar uma nova ideia para uma audiência cética, descobri que as virtudes de precisão, rigor e transparência não estavam funcionando. Tendo passado a vida toda acreditando no sonho da razão, fiquei pasmo ao ver que uma história contada apropriadamente tinha o poder de fazer o que um estudo analítico rigoroso não conseguia: comunicar uma estranha ideia nova com facilidade e de forma natural, motivando rapidamente as pessoas a agirem com grande entusiasmo”, afirma Stephen Dennings, autor do livro “O poder da narrativa nas organizações”.

“Existem vários modos para a criação de narrativas, utilizando diferentes mídias como suporte. Mas, no contexto organizacional, o objetivo não é criar uma narrativa de vanguarda, mas algo com uma estrutura lógica e linear”.

Há cinco pontos essenciais que toda boa estória precisa ter:

1 – Uma situação extraordinária ou quebra de rotina. Algo que vai fazer a personagem principal deixar o cotidiano para realizar um feito épico.

2 – Um ou mais personagens. Pessoas que irão à busca de algo além do comum. O personagem principal deve ser alguém com quem o público possa se identificar.

3 – Um antagonista. Uma situação, pessoa ou grupo que irá fazer frente ao personagem principal e tentar impedir a todo custo o seu avanço.

4 – Sentimentos. Para mexer com a emoção das pessoas, a história deve ser como uma música, misturando momentos de calmaria, tensão, alegria e melancolia.

5 – Roteiro. A estrutura é essencial para que a história não perca de vista o seu propósito.O roteiro deve ter começo, meio, clímax e fim, intercalando momentos que darão sentido à narrativa.

Prezado Fernando,
Essa história de contar história é cativante, assunto para “Mil e uma noites”, ou como diria Paul Feyerabend, “Adeus Razão”.
Esse artigo de ontem de John Hagel, procura distinguir a pequena diferença entre contar história e narrativas no campo empresarial, interessante, assim como o vídeo dele que procura associar a questão profissionalismo e paixão. O cara é figura conhecida, mas seu histórico, é da Califórnia e morou na adolescência na Venezuela.

The Untapped Potential of Corporate Narratives

At a time when we’ve all become obsessed with the power of story-telling, I’ve become increasingly focused on the missed opportunity to harness the much greater power of narratives, especially for institutions. In a time of mounting performance pressure and growing uncertainty, narratives will make the difference between institutions that crumble and institutions that grow stronger.

Yes, yes, I know that most of us use these two terms interchangeably – stories and narratives are viewed as the same thing. But I draw two critical distinctions which I’ve developed in more detail elsewhere (my early thinking on this topic is available in a blog and a SXSW talk).

Stories versus narratives

To recap, here are the distinctions. First, stories are self-contained – they have a beginning, a middle and an end. Narratives on the other hand are open-ended – the outcome is unresolved, yet to be determined. Second, stories are about me, the story-teller, or other people; they are not about you. In contrast, the resolution of narratives depends on the choice you make and the actions you take – you will determine the outcome.

Everyone is captivated by the emotional power and engagement of stories and it’s true, they have enormous power. But to understand the much greater power of narrative, I point out that throughout history, millions of people have given their lives for narratives. Every successful social movement in history has been driven at its core by a narrative that drove people to do amazing things, whether it’s the Christian narrative, the American narrative or the Marxist narrative. Narratives have an extraordinary power of pull.

Narratives are relevant at multiple levels – they can shape our lives, our institutions and the social arenas that surround us. I’m going to focus here on narratives at the institutional level, especially companies.

The pseudo-narrative

When I talk to executives about narrative, I tend to get puzzled looks – why are we talking about narratives? We have a business to run, profits to make and competitors to keep at bay. A few times, executives will proudly announce their company has a narrative: it had very humble beginnings, overcame enormous obstacles, accomplished great things and has the potential to do much more.
Alas, I point out that this so-called “narrative,” so common to many companies, is about themselves. It’s not about the people they are trying to reach and move. It’s not really a narrative – at best, it’s an open-ended story.

Examples of corporate narratives

Very few companies have in fact developed powerful narratives. One of the best, in my mind, is Apple. Their narrative is condensed into the slogan, “think different.” Unpack the narrative and it goes something like this: there’s a new generation of technology that for the first time in history has the potential to free us from the constraints and pressures to fit into mass society and that makes it possible for us to express our unique individuality and achieve more of our potential. But this is not a given – it depends on one thing: you have to think different. Are you willing to do that?

Apple’s narrative is about us and what we need to do; it’s not about Apple. Of course Apple epitomized what it meant to think different. Certainly, if you go back to its two founders – Steve Jobs and Steve Wozniak – it’s hard to find two individuals who more epitomized what it means to think different. Given the power of this narrative, it’s not surprising that Apple has generated a quasi-religious movement around its products and services.

Just briefly, one other powerful example of a corporate narrative is Nike’s – once again, condensed into a powerful slogan: “Just do it.” Unpack the slogan and a narrative begins to emerge. You’re surrounded with distractions and time pressure, but you have an opportunity to break personal barriers and achieve new levels of physical fitness and health. Others have shown that it’s possible to overcome perceived limits to human performance with determination and perseverance. Sure, it’s hard work and there’s going to be a lot of challenges along the way. In the end, though, the quest to become your personal best is filled with beauty, drama, moral uplift and fun. But, to get started on this journey, you need to “just do it.” Will you?

I give these example and they resonate among executives. But I still find them skeptical about what narrative could do for them and their companies. So, I’m going to explore here the specific benefits that narratives can provide to companies and why I believe narrative is becoming so much more powerful in our evolving global business economy.


In a world characterized by an expanding array of options competing for attention, a powerful narrative can differentiate – it can help a company to stand out from the crowd in a powerful and sustainable way. Narratives are by definition a long-term, sustaining call to action. They far outlive any individual product or service offering (although of course the evolving product or service offerings must be consistent with and reinforce the narrative). More importantly, the differentiation is based on a deep understanding of what drives the people a company is trying to reach and taps into a powerful unmet need that these people have. It’s a far more powerful differentiation than the features and functions of a product.


A narrative can mobilize people outside the company to act in ways that support and reinforce the goals that a company is trying to achieve. In a time when performance pressure is mounting and resources are becoming more limited relative to needs, a narrative can mobilize resources from a broad array of participants that can amplify the efforts of the company. Think of the community of application developers around Apple that are driven to support their platform, at least in part because of their narrative.

Distributed innovation

We live in a rapidly changing world where even the smartest of us no longer have all the answers. We need to tap into a much broader community of expertise and capability to help us come up with the next wave of insight, practices and products. A powerful narrative can focus a much broader community on an exciting opportunity that can spur innovation in very unexpected directions. For example, what would it take to help people to “think different”? A rich and diverse collection of application developers are deeply engaged in figuring this out and coming up with a growing array of innovative apps. Narratives encourage people to take initiative – properly framed, they can unleash a wave of experimentation, tinkering and exploration that can lead to accelerated learning and breakthrough insights from very unexpected quarters.


A powerful narrative pulls people to you. Word spreads rapidly by those who have already been engaged by the narrative. Participants will want to find others who either might help them attain the opportunity defined by the narrative or who might share their feeling that this opportunity is worth attaining. Rather than trying to push your message out to an increasingly saturated audience, they will swarm to you, drawn by the opportunity and the challenge you have laid out. Properly articulated, a narrative taps into a deep need that will drive people to find you wherever you are – they will not rest until they have connected with the institution that spoke to them in such a powerful way.


In a world of attention scarcity, simply gaining attention is not enough. Attention can be fleeting, gone as quickly as it came. What we need to be successful in business is deep, long-term, trust-based relationships. In a world that is constantly conspiring to draw our attention to the next shiny object, these relationships can be very challenging to build and they’re even more difficult to maintain.

Narratives frame long-term opportunities that require sustained relationships to achieve. We naturally seek connection with others who have fallen under the spell of the narrative and with the institution that crafted the narrative. By working together to achieve an exciting opportunity, we get to know each other in far deeper ways than we ever would through casual conversations. We develop trust as we learn whom we can really rely on. These relationships can sustain an institution in turbulent times when the going gets tough far better than the commercial “relationships’ that fray as soon as the tides change.

Overcoming cognitive biases

So far, I’ve been framing the power of narrative in terms of the benefits of connecting with and mobilizing others beyond the boundaries of the institution. But there’s another benefit that encompasses both the individuals within the institutions and those outside. Narratives help us to overcome cognitive biases that tend to take hold in times of growing uncertainty and turbulence.

While completely understandable and natural, these cognitive biases can lead to increasingly dysfunctional behavior. I’ve written about this aspect of narratives in an earlier blog posting, but the cognitive biases that narratives can overcome are: risk aversion, shortening time horizons, zero-sum views of the world and erosion of trust.

If executives want to build institutions that can grow stronger in turbulent times, rather than weaker, they have to find ways to overcome these cognitive biases among their employees as well as among those they are trying to serve and collaborate with outside. Narratives can play an important role in accomplishing this.

Bottom line

Hopefully you can begin to see the untapped power of narrative in a business context. If you do, resist the temptation to simply write up a powerful narrative. Effective narratives emerge from collective action, not just words on a page.

There’s a lot that remains to be done to explore the power of narratives for business. I’ve cited Apple and Nike as examples of corporate narratives but surely there are other examples. What examples have you come across? What criteria can we use to evaluate the power of a narrative? What makes for a great narrative versus just a so-so narrative? What are the most effective approaches to defining and spreading a narrative? How can narratives evolve over time? I need your help in fleshing this perspective out.

Narratives are not just “nice to have.” They are increasingly the foundation that will drive business success. Those who master this opportunity will be able to harness increasing returns while those who don’t will remain trapped in the purgatory of diminishing returns until the inevitable collapse. Narratives harness the power of pull in ways that almost nothing else can – especially that third, and most powerful, level of pull: achieving more of our potential. With narratives, small moves, smartly made, can indeed set very big things in motion. Will you join me? It’s up to you.

Posted by John Hagel III on October 07, 2013 | Permalink

TEDxWestlake – John Hagel – “From push to passion”


Fernando um outro ponto sobre a questão do futuro da educação

O Professor Fredric Litto, que pesquisa o assunto sobre Educação do futuro e EaD, à décadas, é um “gringo” mais brasileiro que a majoritária elite tupiniquim, palestra de agosto 2013:
“Aprendendo a Distância: Reflexões de um Velho Acadêmico”:

Bloco de Perguntas:

Esse disse na palestra, “os bons alunos vão estudar online, os outros ficarão na classe”
Perguntei-lhe depois, Se os bons alunos vão mesmo online, porque os bons professores vão ficar na sala de aula?

O investidor Vinod Khosla, é radical sobre o futuro: “The best education will happen without teacher, maybe we don´t need teacher to teach.” (Índia, 2011)

Nicholas Negroponte, volta a base de nossa civilização e a Sócrates: “O conhecimento se tornará uma commodity?”
Quem viver verá!