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Emotional Intelligence must not be limited to academic punditry or entrepreneurial conquest … | LinkedIn

EQ Wordle Paul

We can all agree that extremely intelligent people can disagree and sometimes succumb to irrational feelings, misunderstandings and conflict. It is not enough to be smart. It is also important to get along with people, to understand them, and to express ourselves in pleasant ways that help us all get along.

We all at one time or another let our emotions carry us to places we thought we could never reach and some places and situations we never intended to be in. Emotions are an important part of our successes and failures and that includes the emotions that drive the actions of others who impact our journey. It is hard to imagine that learning to manage our emotions and to better understand the emotions of others is not an extremely desirable thing that we can pursue in a straightforward manner. But for many it is not. The concepts that cover this important topic, “emotional literacy” and “emotional competence” can be summarized in the operational definition of emotional intelligence.

Definition of Emotional Intelligence (EQ): “… the subset of social intelligence that involves the ability to monitor one’s own and other’s feelings and emotions, to discriminate among them and to use this information to guide one’s thinking and actions. We posit that life tasks such as those described by Cantor and her colleagues and constructive thinking defined by Epstein are laden with affective information, that this affective information must be processed (perhaps differently than the cognitive information), and that individuals may differ in the skill with which they do so. Emotional intelligence is also a part of Gardner’s view of social intelligence, which he refers to as the personal intelligences. Like social intelligence, the personal intelligences (divided into inter- and intra­ personal intelligence) include knowledge about the self and about others. One aspect of the personal intelligence relates to feelings and is quite close to what we call “emotional intelligence.” John Mayer and Peter Salovey, 1990

Emotional intelligence (also known as “EQ”) is an idea that grew up in academia, was popularized on pop psychology shelves and, more recently, has been made useful in leadership development and organizational management circles. From its conception, it was juxtaposed to the idea of Intelligence Quotient (IQ). Its lofty intellectual beginnings notwithstanding, EQ has been embraced by so many for so many reasons that its early paradigmatic intentions may now be lost to the many.

If the intelligence scale we call “IQ” has been controversial, EQ has been equally misunderstood. Even if we can all agree on a definition and on appropriate applications of EQ theory, it’s behavioral health benefits cannot be implemented through quick short-term programs nor can it’s salutary outcomes be made sustainable without a significant transformation in our health education and K through 12 school educational systems. Many of the individuals, that could benefit from the competencies that learning and having good EQ promises, are neither fortunate enough to access the education nor in social circumstances conducive to self improvement pursuits. In a more mindful and egalitarian world, more complex ideas may achieve greater buoyancy and utility. EQ is no exception.

Popular ideas live in the minds of the many and, perhaps because of their simplicity and utility, become sustainable and prolific for both producers and consumers. The dilemma is, however, that society often needs ideas that are more complex in order to solve and address vexing modern problems. To Goleman’s credit, in part due to his efforts, EQ is being applied through his numerous consulting activities and, for example, in his supportive role helping to organize a set of conferences that led to the publication of a 1997 book by John Mayer and Peter Salovey (Emotional Development and Emotional Intelligence: Educational Implications) addressing possible emotional intelligence and social skills applications to address child development and conflict resolution in school systems (the academic team that initially developed the “theory” that led to EQ as a useful framework for researching and teaching the role that emotions play in achieving personal, social, and organizational success). Aside from this collaboration, though, much of what is popularly understood about EQ has been disseminated through Goleman’s consulting and pop psychology success NYTs best seller style.

Academic ideas and constructs more often tend to be quite different from popular ideas. They differ in that their currency tends to require intellectual specialization, academic environments akin to monasteries, and individuals with a broad understanding of the numerous currents and variables that give academic products their place in the refereed conversation of the nation’s professorial ranks. Emotional intelligence is an important flashpoint for forces with differing origins yet, ideally, common destinations–thinking individuals wanting to promote social good and noble ends. Daniel Goleman and Adam Grant are two such forces; they are social communicative pundits in the ongoing tug of war that will define the proper and productive utility, and place, of emotional intelligence, as a leadership and workforce development concept. According to Grant, Goleman goes too far in trying to apply EQ to business intelligence, heretofore an area reserved for things more mathematical and tangible. Goleman has been given a professional home on the pages of the prestigious Harvard Business Review, an instrument of both Grant and Goleman’s alma matter. A key question would be: Is EQ being misapplied or is the environment where it needs to be applied unready for its heuristic promises? Given the challenges, faced or ignored, by today’s business and organizational leaders, can we afford to dismiss this popular tool?

Adam Grant published a provocative article on LinkedIn formulating a critique of Goleman’s more global approach to EQ. Unfortunately, Grant’s article includes academic claims and posturing that is clouded by his overall trivial tone. We need a greater focus on academic rigor and the pursuit of more robust theoretical constructs that can yield progress towards EQ program development and implementation, in the area of behavioral health, for example. This seriousness seems to be lacking at the present time–certainly in Grant’s article (https://www.linkedin.com/pulse/article/20140930125543-69244073-emotional-intelligence-is-overrated?trk=prof-post).

We may be exceedingly amazed to see academics, intellectuals, pundits, and intellectual entrepreneurs spar, in the marketplace of ideas, in order to promote their worth and place in the market. The debate seems omnipresent as it crosses many borders through the Harvard Business Review, on blogs, and here on LinkedIn. Certainly, Adam Grant steps into the breach and tries to hold Goleman to task for what he sees as academic obfuscation. Interestingly, he borders on ad hominem intentions and plain teasing. Perhaps Adam Grant is pandering to this electronic social media medium and finds such rhetorical tools necessary. Perhaps the conversation that is sought here with leaders understands that today’s leaders are not Plato’s philosopher kings. Indeed, Grant does not seem to see the business of management outside of specific emotional terrain so touchy feely as Goleman would. It is plain to see that Daniel Goleman’s place is secure, as the high priest of pop psychology, because his Ph.D. in Psychology and his perch on the NYTs allowed him to popularly run with the “EQ” concept and build an entrepreneurial empire which may outlive him and the rest of us. To be sure, the spoils from the ensuing popular media endeavors have favored Goleman’s lot, EQ’s intellectual forefathers have not similarly gained (John Mayer and Peter Salovey). This does not bode well for future intellectuals lacking entrepreneurial prowess. You will find Mr. Grant on LinkedIn though, promoting his intellectual wares; he’ll do just fine.

Interestingly, we can look at Salovey’s dissertation from way back in 1986 for the early intellectual ground from which the concept of EQ grew (P. Salovey, The Effects of Mood and Focus of Attention on Self-Relevant Thoughts and Helping Intention, unpublished doctoral dissertation, Yale University, 1986). We can also look at the role of popular psychology in our culture to find similar ground for Goleman’s efforts and success. Mayer and Salovey are the original promoters of the ideas and of the intellectual history which gave intellectual buoyancy to the concept. Daniel Goleman refers to his encounter with the work of these two men in a passing way and diminishes their importance by alluding to the lack of stature of the journal in which they published the original 1990 article “Emotional Intelligence.” Goleman has turned the work of these men into a cottage industry and his published retort to Grant shows his ability to popularly promote the term “EQ” in contrast to feebly defending it. Perhaps Goleman is safe behind the popularity curtain always protecting his wizard like reputation. Up and coming scholar, Adam Grant, rightly exposes Goleman’s use of the concept as less relevant outside the parameters of academic rigor and of the realms of possible scientific discipline and emotive applications. The academic trial only seems to be beginning, though, and the popular court is woefully incapable of sequestering an appropriate jury to reach a useful verdict that would bridge the cerebral gap between academic thinkers, intellectual entrepreneurs and the laboring rank and file. Given EQ’s arguably heuristic potential and the millions that are being made from its application or misapplication, we can’t have some thinking of it as business and the rest of us as “nobody’s business.”

The concept has grown to mean so many things to so many people that it now means specifically very little within the confines of academic, intellectual or theoretical query. Salovey and Mayer’s contributions to modern management and leadership are now popularly distant from their original rigorous work. The popular development of that work may possibly have obstructed the original potential of Salovey and Mayer’s ideas and constructs, further obfuscating the road to needed progressive managerial and leadership applications. Goleman has made it common coin and personal gain–neither being efforts which have contributed significantly in taking the concept further along its original intellectual journey; nor has it helped in the building of necessary theoretical constructs that can give us an applied framework that allows for clarity regarding how and when it is useful as a heuristic model for organizational, group, or individual purposes. To be sure, Goleman now makes these claims; but his arguments are devoid of the rigor evident in the original works of the real pioneers from which the potentially useful constructs originate.

Centuries have passed since the monastic catacombs of the original academy, with its religious literati and the ensuing work of the eventually enlightened philosophers and scientists. That is work that was preserved and discriminatingly shared through coveted books and into modernity. But all that has now changed and continues to change. Academia is only one voice in a cacophony of social and intellectual media now fueled by e-commerce and consumed on billions of instantaneous screens. Ideas are now increasingly, and literally, in the clouds, ubiquitous cannon fodder for daily consumption; their value and retention seems now to be more tethered to the common cause than to the lofty undertaking. Can you imagine that?

More via Emotional Intelligence must not be limited to academic punditry or entrepreneurial conquest … | LinkedIn.

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New Media vs. Old Media Choices: Hardware, software and “brainware”

Paul

Much of the talent in today’s organizations graduated before the 1995 and the post 90s digital revolution which made the internet all pervasive.  Organizations will have to live with most of this talent for at least another decade and that cohort’s influence over organizational leadership and strategy may last a quarter century.  The internet, big data, cloud computing, and social media, are changing the business environment.  Knowledge management, marketing, and communications will increasingly become critical business strategy factors; but they will require a combination of scarce and specialized talents.

Your career, organization, business or team depend on digital inputs and outputs that increasingly rely on variables driven by the new eCommerce environment.  Traditionally, your principal organizational and budgeting goals and concerns were driven by hardware and software considerations.  We propose that there is a new ingredient needed for success in today’s rapidly changing and increasingly internet driven business environment.  We at the Policy ThinkShop refer to this new ingredient as “brainware” and it can only be harvested in today’s evolving labor market.  Identifying it, recruiting it and retaining it could be the difference between failure and success–whether you are an individual, an organization or a leader–the ability to bridge the gap between established business practice and evolving market opportunities will require seasoned business knowledge and mastery of the new eEconomy.

Organizational Needs and Labor Market Potential: Talent, cultural and technological change

Organizational development and business strategy can be significantly more challenging in today’s rapidly evolving business climate. Today, building success increasingly means having the right leadership and the right team. Internally, having the right machines and software has been difficult enough; but the false dichotomy between people and information, the internal and external environments is now increasingly apparent.  Organizational success, top talent and knowledge of the new eEconomy are now an important business Gestalt.  Internet and social media savvy are not just more but may now be essential.  This is because of the current gap between traditional organizational culture and new recruited talent.  The Googles and the Facebooks have built radically different business models and organizational environments for their talent.  How will your organization recruit and retain new and “different” talent to drive growing and increasingly more internet relevant organizational strategy, planning and work?  For enlightened organizations who understand change and can transform to meet the needs of that change, this may now be the new human resource imperative.

The relationship between organizational development needs, market opportunities and technological change is rapidly changing. Gone are the days when organizations could monopolize information, keep it secret and use it as a long term advantage. The information revolution is here. Information is no longer a static internal product but the internal and external organizational environment itself, all pervasive, increasingly symbiotic and constantly evolving. Talent in the areas of information management, marketing and communications is increasingly digital, web and cloud based. Although hardware decision can be expensive and risky, “brainware” decisions may be most critical to the success of your business and perhaps your career. By “brainware” we mean the fine mix between perspective, technological savvy and business acumen.

The traditional market strategies of face to face contact, television, radio, print media and billboards are changing. This change has increased more rapidly than the slow pace of organizational development, staff development and entrenched leadership succession. Organizational development has always required talent. Today defining, recruiting and retaining talent may be the most important decision you make as an organizational leader and the greatest opportunity for those who possess the unique ingredients of seasoned knowhow and acumen and state of the art geek passion, skills and vision.

Again,  a rapidly changing market requires new talent. Where do you find that talent and what does it look like? Whether you need that talent or you are talented in search of an organization where you can thrive, the relationship between technological change, organizational needs and implementing talent is increasingly becoming a critical success factor. Enterprises are made up of people, ideas, culture, communication, capital, customers, relationships, and many other moving parts–none move faster than technology and the ideas that drive it. Technology, especially its ability to drive commerce via the internet, is both a knowledge management and a people management challenge—but first we have to have the right people on our team to manage–finding them is not easy and may require significant tradeoffs.
Operationalizing ideas requires specialized skills and we assume that the talent we hire today, will deliver and sustain the actionable strategies that will deliver outcomes, ROI and ultimately organizational progress tomorrow.

A new economy is being born

The use of the internet by millions of people is forming a new type of market and, perhaps, even a new economy.  It is all new because it is a different kind of communication with its own dynamics, purposes and rationale–it is increasingly driving commerce.  Because it is understood to be “economic behavior” that is driven by keyboards, symbols and input that can be decoded, saved, quantified and analyzed, it has become a resource that is being studied in relation to buying and selling products, making reputations and promoting every manner of resource and idea.  Public relations and marketing are two key fields that are likely to be transformed by the web and will in turn shape how public relations, marketing and the web are used to buy and sell, influence and promote.  Social media is an ongoing conversation that increasingly interests those who seek to communicate a socially relevant message and promote ideas and products.  Public relations and marketing experts now face the added burden of becoming technological geeks as the search for the holy grail of forming and communicating “message” is driven by computer and internet based business intelligence.

The web is constantly changing

The web and the tools and gadgets that feed the data lifecycle that perpetuate it are in constant change.  Like teenagers who clamor to be at the local busy hangout with their friends, today’s public relations and marketing social media hopefuls find much to be anxious about.  The social web has become more ubiquitous, instantaneous and seemingly personal; yet mining it or analyzing it can leave you with a pile of barely useful statistics.  The web and its ever evolving social media platforms are here to stay and everyone knows that it is the new game in town.  In theory, the worldwide web is all embracing and global–a seemingly limitless resource.  Perhaps deceptively so, it is instant communion between individuals reaching out into the abyss and marketeers who are trying to listen to and understand the  noise.  Often it seems a cacophony of interactions barely intelligible to the statistician and only relevant to those who understand its analytic trends within a multilayered context of products, customers and local business strategies.

Two worlds with two divergent skill sets

The worlds of traditional consumption and private internet use are quite distant from one another.  Finding a professional comfortable and able in these two worlds of face to face business and online, often anonymous, social media is uncommon.  Mastering web analytics and business knowhow is not an easy task for the technologically savvy or the business expert. The knowledge areas that are needed to sustain a sophisticated web business strategy require unique and expensive human resources–when they exist.

Mining the web: The production of internet data and finding ways and people that can turn it into actionable business strategy

Turning computer use and web surfing information into useful knowledge is beyond most enterprises as they do not have the appropriate team in place.  Even when you develop the appropriate web analytics dashboard the information collected must be interpreted and understood by yet another layer of professionals implementing cyber knowledge to drive local business strategy.  Engaging online users and promoting your  brand or a desired relationship requires followup and follow through which can be expensive–requiring appropriate data collection, business strategy development and evaluation.  As people surf and connect millions of times very little really happens that is reliable, measurable and impactful. The internet economic actor’s behavior is little more than linear choices on a keyboard reacting to menu like choices.  It is mostly anonymous and does not have the same import that traditional hand to hand communication did in the golden years of marketing and public relations.  In fact, quick and perpetual access may not yield constants that can easily be measured to justify your ROI.  Yet ignoring today’s social media trends and their growing role could spell disaster.

Activity in cyber may not be relevant, impactful or measurable in the local market

If you do not have a web presence you may risk being seen as out of touch and irrelevant.  If you attempt to have a web presence it may be difficult to justify the investment.  Given today’s challenged budgets and competition for new talent, using the web as a serious corporate strategy is still as new as it is uncertain.  To be sure, the benefits of BIG DATA and analytics have made fortunes and built giants–for the average organization and corporation though, the economies of scale or ROI may not yet be possible.  To be sure, relating to the public has become increasingly easy and constant and yet it has also become increasingly trepidatious.   Navigating the worldwide web with the intention of having an impact, making an impression, perhaps changing minds and/or behavior, is akin to navigating limitless and uncertain waters.  Like a menacing conundrum framed in a Joharian Window, you don’t know what you don’t know, you don’t know what others know about you, and so on.  The internet is a new form of social relation and its role in interpersonal, organizational and group communication is still evolving.  Managing your web relationship is mainly a knowledge management exercise.  Web analytics and matrices can only go so far.  There may be intangibles involved in the psychology and social relations aspects defining the role that the web is playing in your customer’s lives.  These are not yet well understood or even useful.  What you know, though, matters–that is for sure.  What you are able to do with what you think you know is a function of your organization’s business intelligence–not just amount of information but the actual talent you have onboard.

Knowing what you don’t Know?

Knowledge management is one of today’s leadership mantras.  Who knows?  Perhaps more importantly, who’s talking?  Similarly, who is talking about who?  The web is all about getting attention and being heard.  Measuring it and strategizing can be like blowing more sand into a desert wind.  Just because it blows back at you in analytical ways does not necessarily mean you have achieved anything of import. Perhaps the most worthwhile public relations aspect to the web is relationship building, continuity and conversation.   Like a dynamic and evolving focus group, the web can deliver deeper meaning, if impersonal and unreliable.  If we don’t manage information we will not be part of the conversation though–so diving into the web  and tracking our corporate experience may eventually yield public relations and marketing successes. Today it is no longer so much being at the table as it is being part of the conversation as subject and object.  As a company, as an organizational leader, or as a marketing and/or public relations professional, you want to be talked about and you want to be “the commodity” that drives public relations and marketing value.

Business day to day pressures and costs may be out of sink with rapidly changing cyber realities

Business conversation is increasingly taking place in cyber space, webinars and online networks that meet up with you at breakfast and lay you to bed with a gentle tweet or the tone of an arriving email.  From sun up to sun down the internet is the new dimension of life that never sleeps–but “Can you make it there?” Because communication is increasingly web relevant and dependent, most serious public relations and marketing leaders have their heads in the clouds, as the communication revolution takes yet another turn and moves away from the ether promising new efficacy in data management and access by giving us “a cloud cover.”   It seems that gadget platforms, ways of networking and data mining change again before we can fully integrate new talent into our business model or organizational plan.  Perhaps most importantly, and in these times of austerity and economic uncertainty, it is not a cheap game.  The person you interviewed yesterday impressed you with that days flavor of technology and skills, by the time they are integrated into your team and really demonstrate potential, the platforms and social media areas they impressed you with may be passé.   You are left with whatever real brains, work ethic, or talent they may have underneath the shiny latest internet wizardry that blinded your hopes and assured your now not so relevant business strategy which prompted you to hire them in the first place.

Beneath the shiny surface of today’s exciting trends lie time proven values and constants

Public Relations is experiencing a boom and a crisis today. The seemingly unlimited universe being created today by a burgeoning online community is astonishing, seductive and daunting to many business and organizational leaders who have a nagging notion that they must personally and organizationally keep up or be shoved out of the game. There is no shortage of will to understand and keep pace, but is there time and opportunity to learn and think in order to amass perspective and knowhow for getting what you and your organization need to stay relevant and compete?  On the other hand, keeping up requires talent and knowhow. The kind of talent and knowhow needed is not often understood by business and organizational leaders who struggle to strike an optimal balance between recruiting, hiring and retaining a social media savvy 20 something or a seasoned professional who speaks the social media lexicon yet lacks the stamina that comes from endless late hours of surfing while looking for the next seahorse ride on the latest social media platform.  To be sure, technological prowess is nothing without brains and work ethic, perspective and intellectual wherewithal.  The kind of  je ne sais quoi  that comes with midnight oil burning and liberal arts.

When it comes to recruiting and purchasing new media talent, buyer beware…

“Social channels and new technology have placed considerable evolutionary pressure on the PR industry, but developing content doesn’t mean disregarding traditional media. It is about getting contemporary platforms to work in harmony with …”

via Traditional and new media can be happy bedfellows – Brand Republic News.

Filed under: analytics, Big Data and Big Government, Blogosphere, Changing Media Paradigm, consumers, Culture Think, News, Policy ThinkShop Comments on other media platforms, Public Relations, Social Media, Using Social Media

Personality, social media and marketing: No hiding place | The Economist

Getting into the heads of consumers seems to be the new marketing genius being applied to developing advertisement campaigns that will move us to buy products.

But who is us?  That seems to be the main problem.  Some people have limited budgets, strong discipline, and limited opportunities to veer from their social rounds–all making it nearly impossible for them to want, need or even have the opportunity to use many products.  Nevertheless, new tonics and theories are being developed into marketing strategies that will deliver consumers for available products, seemingly needing them or not.  They seem to be inventing ways to get into your mind and then direct it towards buying decisions that will move your money from your hands to their deposit boxes.

“Modern psychology recognizes five dimensions of personality: extroversion, agreeableness, conscientiousness, neuroticism and openness to experience. Previous research has shown that people’s scores on these traits can, indeed, predict what they purchase. Extroverts are more likely to respond to an advert for a mobile phone that promises …”

via Personality, social media and marketing: No hiding place | The Economist.

Filed under: analytics, Blogosphere, Changing Media Paradigm, consumers, Culture Think, News, Pop-Psychology, propaganda and spin, Social Media, Using Social Media, , , ,

Yahoo: Rough and Tumblr | The Economist

Are you kidding me?  I want to scream Yahooo! and tumble on the floor…

What is this world coming to?  Our use of technology to share thoughts and images is creating billion dollar companies and changing commerce.  The internet economy and the gadgets that support it are impacting what we do, how we spend our money and how companies influence what we do and how we spend our money.

Yahoo is making an aggressive move to stay afloat with the cyber giants allowing it to tumble with the best…

Do you Yahoo and tumble?

“AT A recent conference, Ken Goldman, the chief financial officer of Yahoo, admitted that the internet giant had an aging audience and was looking for things to “make us cool again”. The firm’s senior executives appear to think Tumblr can give it a …”

MORE via Yahoo: Rough and Tumblr | The Economist.

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Alibaba: The world’s greatest bazaar | The Economist

Perhaps the internet is not so “internet.”  Perhaps the worldwide web is not so wide…

The Chinese are flexing their keyboards and their massive capital and in their wake they are leaving internal and external competitors washed ashore.  New, rising, Chinese companies are weaving a web between buyers and sellers in the largest populated market on earth–China.

The result is a leading internet, already, giant like a Chinese private company called “Alibaba.”  It is peering beyond its borders as it forms relationships with such giants as Yahoo and, according to the London Economist, because of its sheer scale, it is able to keep internet “spiders” like the ones that are the life blood of giants like Google at bay.  The Policy ThinkShop recommends the following Economist article for those who want to be in the know.

“In 1999 Trudy Dai used to spend all night sending e-mails from her friend Jack Ma’s apartment, trying to answer queries from American customers without letting on that she was Chinese. Ms Dai was one of the first dozen employees of Alibaba, an online listings service Mr Ma, a teacher, had just started. It was already having some success connecting small Chinese manufacturers to …”

MORE via Alibaba: The world’s greatest bazaar | The Economist.

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No. 2: Mark Zuckerberg and Priscilla Chan – Philanthropy 50 – The Chronicle of Philanthropy- Connecting the nonprofit world with news, jobs, and ideas

What started as your kids chit chatting and “wasting time on their computer” is now one of the largest money making business in human history and is creating resources that are challenging the wold’s elite in philanthropy…. Such is the new “WWW” world our heads are in with our feet on the ground while we look up at a world that boggles (perhaps “googles”) the mind!

 

Amount donated in 2012: about $498.8-million

Beneficiary: Silicon Valley Community Foundation

Background: Mr. Zuckerberg co-founded Facebook, and Dr. Chan is a pediatrician.

Mark Zuckerberg, 28, and Priscilla Chan, 27, gave 18 million shares of Facebook stock, valued at about $498.8-million, to the Silicon Valley Community Foundation to support education and health programs.

This is the young billionaire’s second large donation. In 2010, he pledged $100-million to establish Startup: Education, a foundation to support programs working to improve public schools in Newark, N.J.

More via No. 2: Mark Zuckerberg and Priscilla Chan – Philanthropy 50 – The Chronicle of Philanthropy- Connecting the nonprofit world with news, jobs, and ideas.

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Obama Wins New Term as Electoral Advantage Holds – NYTimes.com

America’s has chosen to stay on the path to fairness, embracing diversity and the working person … The 47% wins!

The New York Times reports Obama victory as “Mr. Etch a Sketch” goes down hard and for ever!

Mitt Catches Bad Loss … America’s 47% wins big!

“Barack Hussein Obama was re-elected president of the United States on Tuesday, overcoming powerful economic headwinds, a lock-step resistance to his agenda by Republicans in Congress and an unprecedented torrent of advertising as the nation voted to give him a second …”

More via Obama Wins New Term as Electoral Advantage Holds – NYTimes.com.

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