Information Technology time management expert Dominica DeGrandis, the reveals the real crime of the century--time theft, one of the most costly factors impacting enterprises in their day-to-day operations. The solution to preventing these value stream delays? Make the work visible. In this timely book (title not final), solutions and preventative measures are illustrated and methodologies outlined for immediate application into daily work.

A proven program for enhancing students' thinking and comprehension abilities Visible Thinking is a research-based approach to teaching thinking, begun at Harvard's Project Zero, that develops students' thinking dispositions, while at the same time deepening their understanding of the topics they study. Rather than a set of fixed lessons, Visible Thinking is a varied collection of practices, including thinking routines?small sets of questions or a short sequence of steps?as well as the documentation of student thinking. Using this process thinking becomes visible as the students' different viewpoints are expressed, documented, discussed and reflected upon. Helps direct student thinking and structure classroom discussion Can be applied with students at all grade levels and in all content areas Includes easy-to-implement classroom strategies The book also comes with a DVD of video clips featuring Visible Thinking in practice in different classrooms.

An overview of Xerox's social science tradition, with detailed case studies that show how client engagement was conducted over time.

Making the Invisible Visible is a study of Asian Americans in the workplace and provides a framework through which to transform the same qualities that are contributing to this invisibility phenomenon into a positive leadership approach that provides a counterweight to balance the showmanship approach to leadership.

The long-awaited follow-up to Making Thinking Visible, provides new thinking routines, original research, and unique global case studies Visible Thinking—a research-based approach developed at Harvard’s Project Zero – prompts and promotes students’ thinking. This approach has been shown to positively impact student engagement, learning, and development as thinkers. Visible Thinking involves using thinking routines, documentation, and effective questioning and listening techniques to enhance learning and collaboration in any learning environment. The Power of Making Thinking Visible explains how educators can effectively use thinking routines and other tools to engage and empower students as learners and transform classrooms into places of deep learning. Building on the success of the bestselling Making Thinking Visible, this highly-anticipated new book expands the work of the original by providing 18 new thinking routines based on new research and work with teachers and students around the world. Original content explains how to use thinking routines to maximum effect in the classroom, engage students exploration of big ideas, link thinking routines to formative assessment, and more. Providing new research, new global case studies, and new practices, this book: Focuses on the power that thinking routines can bring to learning Provides practical insights on using thinking routines to facilitate student engagement Highlights the most effective techniques for using thinking routines in the classroom Identifies the skillsets and mindsets needed to truly make thinking visible Features actionable classroom strategies that can be applied across grade levels and content areas Written by researchers from Harvard’s Project Zero, The Power of Making Thinking Visible: Using Routines to Engage and Empower Learners is an indispensable resource for K-12 educators and curriculum designers, higher education instructional designers and educators, and professional learning course developers.

This book presents a new way of seeing the business value of information, people and IT as well as a way of measuring and managing these capabilities in order to improve business performance. Packed with real-world examples, the book presents the best and worst practices companies have implemented to address these issues. Case studies from more than thirty international companies are strategically used throughout the book, including Banco Bilbao Vizcayo, Philips Business Electronics, Amazon, Dell Europe, Ernst Young, General Electric, IKEA, Ritz Carlton Hotels, and Wal Mart. This fascinating guide offers a diagnostic tool that senior managers can use to evaluate the three information capabilities of their company. Plus, the book provides hands-on management prescriptions on how to improve a company s information capabilities and how to use these capabilities in achieving business strategies and in the implementating change. We are all experiencing an information overload, be it internal to the organization or due to external influences of our own information intensive society. Much has been written on how companies should "tame the beast of information" and make it work in the organization's favour. What has not yet been covered is how an organization can actually comprehensively measure whether or not they are using information effectively to achieve better business performance, or in other words, how senior managers within an organization can measure "Information Orientation". Following a major 2 year global research project in conjunction with Andersen Consulting, the authors of this book have been able to demonstrate that when a company is high on IO it will be high on business performance. However, beyond just using IO as a diagnostic tool or a benchmark for the effective use of an organization's information, it can also predict the organization's business performance. Invariably, a company does not make the best use of available information. Having assessed why and where the failings are, this book will provide ways in which senior managers can actively manage the different elements of their Information Capabilities to improve the usage of information. Information Capabilities are defined in three ways: 1. Information Behaviours/Values 2. Information Management Practices 3. Information Technology practices. It is the total interaction of these three elements and the effective management of them that permits superior business performance. IO Maturity can be gained, but the authors illustrate that it is an iterative process that grows and changes in line with a turbulent environment. Managers of a high IO company realize the need to continually refine and improve their information use and to keep learning more about their business. IO begins at the top. It takes more than authorizing an IT investment and training staff to use information. It calls for different behaviours, values and practices by senior managers. This book provides the means to move towards IO maturity. It is the step beyond Information Technology to actually managing information. The aim of this book is to make a previously invisible dimension of business management visible. A manager, after reading this book, will be able to see, measure and manage the information resources, people and IT in the company and improve business performance.

Selected as the Michigan Council of Teachers of Mathematics winter book club book! Rich tasks, collaborative work, number talks, problem-based learning, direct instruction...with so many possible approaches, how do we know which ones work the best? In Visible Learning for Mathematics, six acclaimed educators assert it’s not about which one—it’s about when—and show you how to design high-impact instruction so all students demonstrate more than a year’s worth of mathematics learning for a year spent in school. That’s a high bar, but with the amazing K-12 framework here, you choose the right approach at the right time, depending upon where learners are within three phases of learning: surface, deep, and transfer. This results in "visible" learning because the effect is tangible. The framework is forged out of current research in mathematics combined with John Hattie’s synthesis of more than 15 years of education research involving 300 million students. Chapter by chapter, and equipped with video clips, planning tools, rubrics, and templates, you get the inside track on which instructional strategies to use at each phase of the learning cycle: Surface learning phase: When—through carefully constructed experiences—students explore new concepts and make connections to procedural skills and vocabulary that give shape to developing conceptual understandings. Deep learning phase: When—through the solving of rich high-cognitive tasks and rigorous discussion—students make connections among conceptual ideas, form mathematical generalizations, and apply and practice procedural skills with fluency. Transfer phase: When students can independently think through more complex mathematics, and can plan, investigate, and elaborate as they apply what they know to new mathematical situations. To equip students for higher-level mathematics learning, we have to be clear about where students are, where they need to go, and what it looks like when they get there. Visible Learning for Math brings about powerful, precision teaching for K-12 through intentionally designed guided, collaborative, and independent learning.