The Lint Trap.

  “The history of organized education and training can be viewed as a long struggle to extend opportunities to more people and to devise means of helping those people learn better than through the events of everyday life” (Molenda, 2008, 5). I earned my B.S. in Education in 2003 and though I’ve not spent many years in the classroom since then I’ve been under the education umbrella enough to see the pendulum swing right and left a few times. There will always be a next best thing. A next best end all be all that turns out to just be another swing of the pendulum. Always things to be learned but there will never be a ‘one size fits most’ solution. Even the solutions that leave lots of space for independence and not pigeonholing will never fully fit the bill. I am frustrated with the premise of Deepak Prem Subramony’s research—that IT scholars neglect cultural diversity. Although I cannot relate personally to the level of instructional technologists, I can as a graphic designer. I wor

Thoughts on Strategic Direction Convincing consumers they need something can be a slippery slope. Some consumers who will buy on a whim and others will never be convinced. When you instill an appreciation for a company beyond the product itself consumers are more likely to purchase because they have a deeper appreciation beyond a single product. I think this is a similar phenomenon to employers/employees. It’s why in recent years so much more care, concern, and effort has been put into hiring employees who may not have the perfect skillset but do fit the culture and who embrace the mission and vision of the company. Skills can be taught and learned. Culture, mission, and vision don’t come quite so easily. “Watkins, Triner, and Kaufman (1996) suggest that strategic plans frequently fail to guide decision making by focusing on processes instead of results. When strategic plans focus on process, describing what employees should do rather than what results should be accomplished, they lose