Thinking Technicians Developing people for the new economy Thinking Associates (TA)
Learning Flow- Chart	The instructional ingredients of success in on-line learning       include short videos of six minutes or less, interspersed with interactive drills and tests. online forums where students share problems and suggestions.  and online mentoring and tutoring ·           Courses Online Are Disappointing. Here’s How to Fix Them   7/9/2020   Project-Based-Learning ... Working on projects

Introduction Brochures for Project Academy

Overview Training plan for each section

This learning concept is a combination of on-line web based self-learning (Flip process), collaborative web team software and a facilitator to tie it all together. The basic process is learning about Self, Being part of a team, Tool needed, Problems solving, Presenting your conclusion to the community and Reflection.    Life skills are infused during this process.

The view of employees as semi programmable machines goes back to the early decades of the Industrial Revolution, when most workers were poorly educated. It was reinforced by Frederick Taylor in 1911, when he published The Principles of Scientific Management, in which he described the typical laborer as “so stupid that the term ‘percentage’ has no meaning to him.” The solution, said Taylor, was to strip judgment from frontline jobs: “It is only through enforced standardization of methods, enforced adoption of the best implements and working conditions, and enforced cooperation that…faster work can be assured.” And who was to do the enforcing? Professionally trained managers, of course.

Taylor’s model of industrial bureaucracy set up a caste system of thinkers and doers that persists to this day. Although the total quality management and kaizen movements both emphasized employee empowerment, the basic bureaucratic approach still dominates.

A 2019 Gallup survey found that only one in five U.S. employees strongly agreed with the statement “My opinions seem to count at work” and fewer than one in 10 with the statement “I take risks at my job that could lead to new products or solutions.” In the 2015 American Working Conditions Survey, just 11% of frontline U.S. employees said they were consistently able to influence decisions important to their work. Meanwhile, our analysis of Bureau of Labor Statistics data shows that 70% of U.S. employees are in jobs deemed to require little or no originality.

Though today’s employees are far better educated than their early-20th-century forebears, the distinction between managers and employees—the clever and the compliant—is still deeply entrenched. As a result, a vast reservoir of human ingenuity is going untapped. That depresses the performance of individual firms and the economy overall.

HBR_ Harnessing Everyday Genius  by gary Hamel and Michele Zanini    PDF

How companies are giving more ownership to employees

“Active learning works, and social learning works,” said Anant Agarwal, founder and chief executive of edX. “And you have to understand that teaching online and learning online are skills of their own.”

• Understanding remote communication technology
• Thinking skills
• Supply-chain innovation
• Process management
• Distribution infrastructure
• Customer focus
• Digital tools (cloud, phishing)
• Social media, Google docs

1. Want employees to see that their opinion counts and that they can improve their skills
2. Countries need to increase the skills of their work force to handle work levels that support critical process and thinking skills needed by companies.
3. Business will need people who understand innovative practices to help companies recover during and after the pandemic is over.
4. Systems to work around the ability of bringing people together for learning and training.
5. New work models based on organization use of AL, Analytics, IOT,  and Robotics  

Questions to encourage students to thinks more deeply