Welcome to EnterpriseEfficiency.com's Friday Quiz. This week we feature stupidity, irrelevance, and economics. Let the fun begin!
In recent weeks we haven't given out as many "Woo-Hoo" awards, so I want to try something a little different this time. Instead of sending me an email with your answers, I'd like to bribe you to tell your friends and colleagues about the quiz. Here's how it will work:
Pick any one of the questions on the quiz and find the answer. Now, include the answer in a comment on Facebook, LinkedIn, Google+, Twitter, or the social networking site of your choice. Finally, include a link to your social media comment below, in our comments section here. Once you do that, a Woo-Hoo! will be on its way for you.
Now, let's say I follow your link and it happens to be a really great social media post. Well, if that's the case, let's just say that I've got some Double Woo-Hoos on hand, and I'm looking for an excuse to use them.
Let me know what you think about the quiz. Click on the graphic, below, to get started and then meet me in the comments section below.
The Multiple Intelligences (MI) Theory was developed by Howard Gartner (pshychologist and neuroscientist) in 1983. He has identified nine different intelligences (seven at the beginning) that we all have. However, just like fingerprints, we all have a different configuration of these intelligences.
Gartner's MI theory has been applied mainly in education by some teachers who believe in the potential of getting the most out of their students by identifying their unique MI configuration, and use it for the benefit of their individual learning. I have to mention also that the teacher's own MI configuration has to be taken into account as well. :)
Of course you can also apply the MI theory in the enterprise, and basically anywhere where there is a learning process.
In a nutshell, the concept is that we all don't learn in the same way. For this reason is rather stupid to demand the exact same results from students, or employees. Once again, a proof that individuality should be more considered.
I could go on and on about MI, but here is a link you may find interesting. :)
"Maybe HR departments really understand this concept, that employees who take short breaks do better work than the people who are chained to their desk, but do the line-of-business managers know this? Is HR communicating this and/or enforcing/encouraging this attitude?"
Excellent question. :) Unfortunately, I don't have the answer. I can only tell you what I guess: No. And I can tell you what I believe it should happen: Business managers should know, and encourage this attutude in their departments.
If they don't kow about this they should be told. I am pretty sure there is at least one person in each eneterprise who knows, or suspects about the physical, mental, and psychological benefits of taking short breaks. All resulting in an increase of productivity.
Do you need documentation that supports an idea for trying it yourself if you believe the results might be positive for you, and your team? :/
"We have a spot or two in the building I could use or maybe I could have them move a wall in my office."
I support the idea of you using one of those spots to create a coffee/tea/snack corner, and conduct your experiment. You could not tell anyone the real reason for it (i.e. increase productivity), but you should make sure they have to stand up, and at least walk a couple of meters aways from their desks two times per hour, or so. If you have a way --and the time-- to silently monitor productivity, and general mood in the mood it would be great.
If at the end of the experiment you get positive results in both increase of productivity, and good mood in the office you have a winning team. Also, don't forget that good mood increases productivity. :)
@Susan Fourtane Love this little trick: "A smaller cup to fill more often is a great idea. I used to bring the teapot to the desk. Now I just bring the cup, and have to go where the teapot is when the cup is empty." Let me ask you a question: Maybe HR departments really understand this concept, that employees who take short breaks do better work than the people who are chained to their desk, but do the line-of-business managers know this? Is HR communicating this and/or enforcing/encouraging this attitude?
Maybe some of them are seeing that but I find that they are more flexible with their time than the average job is allowed to be. Since it's rare that I have to put my hands on anything physical to do my job I have joked that I should turn my office into a Genius bar where people can stop by for coffee and chat.
"I'm a fan of the "multiple intelligences" theory -- to define intelligence solely as the ability to think in one dimension seems awfully limiting."
Me, too. I have especially supported the Multiple Intelligences theory in educational institutions, where more times than not certain teachers think all their students learn in the same way, which is plain wrong.
"Maybe the next movement in HR should be to stop the image that an employee chained to their desk is getting the most work done."
They should know by now that that's exactly the opposite. Someone who is chained to their desk for most hours gets less work done than someone who takes short breaks, and moves if this helps the person in their thinking. By no means I could be able to work long hours without standing and walking. I accomplish much less when I don't move.
A smaller cup to fill more often is a great idea. I used to bring the teapot to the desk. Now I just bring the cup, and have to go where the teapot is when the cup is empty. :D Like now. :)
The blogs and comments posted on EnterpriseEfficiency.com do not reflect the views of TechWeb, EnterpriseEfficiency.com, or its sponsors. EnterpriseEfficiency.com, TechWeb, and its sponsors do not assume responsibility for any comments, claims, or opinions made by authors and bloggers. They are no substitute for your own research and should not be relied upon for trading or any other purpose.
Enterprise Efficiency is looking for engaged readers to moderate the message boards on this site. Engage in high-IQ conversations with IT industry leaders; earn kudos and perks. Interested? E-mail: firstname.lastname@example.org
Dell's Efficiency Modeling Tool The major problem facing the CIO is how to measure the effectiveness of the IT department. Learn how Dell’s Efficiency Modeling Tool gives the CIO two clear, powerful numbers: Efficiency Quotient and Impact Quotient. These numbers can be transforma¬tive not only to the department, but to the entire enterprise. Read the full report
Now that TGen has broken new ground in genomic research by using Dell's storage, cloud, and high-performance computing solutions, the company discusses what will come next for it and for personalized medicine.
The Translational Genomics Research Institute wanted to save lives, but its efforts were hobbled by immense computing challenges related to collecting, processing, sharing, and storing enormous amounts of data.
Office and personal productivity tools come in a first-class and coach flavor set, but what makes the difference is primarily little things that most users won't encounter. What's the big issue in using something other than Office, and can you get around it?
We really don't want an "Internet of Everything" but even building an Internet of Everythinguseful means setting some ground rules to insure there's value in the process and that costs and risks are minimized.
Google's Chrome OS has a lot of potential value and a lot of recent press, but it still needs something to make it more than a thin client. It needs cloud integration, it needs extended APIs via web services, and it needs to suck it up and support a hard drive.
On a recent African trip I saw examples of the value of the cloud in developing nations, for educational and community development programs. We could build on this, but not only in developing economies, because these same programs are often under-supported even in first-world countries.
VMware's debate with Cisco on SDN might finally create a fusion between an SDN view that's all about software and another that's all about network equipment. That would be good for every enterprise considering the cloud and SDN.
Wearing a bulky, oversized watch is good training for the next phase in wristwatches: the Internet-enabled, connected watch. Why the smartphone-tethered connected watch makes sense, plus Ivan demos an entirely new concept for the "smart watch."
Cloud storage costs are determined primarily by the rate at which files are changed and the possibility of concurrent access/update. If you can structure your storage use to optimize these factors you can cut costs, perhaps to zero.
The Internet has evolved into a machine for drumming up a chorus of "Happy Birthday" messages, from family, friends, friends of friends who you added on Facebook, random people that you circled on G+, and increasingly, automated bots. Enough already.