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The second whole, teachers' "collaborative mind," is presented as an outcome of the first.
Seems like a match made in heaven, with MindMeister being one of the most authorative and open collaborative mind mapping tools available on the web today but lacking an equally decent mobile version.
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To be effective, dispersed teams have to develop a new set of collaboration competencies and establish a collaborative mind-set.
Then comes the collaborative mind-set, hosted by faculty in Japan, where collaboration has been the key to managerial innovations, and Korea, where alliances and partnerships have become the basis for business growth.
And that requires a collaborative mind-set.
To be in a collaborative mind-set means to be inside, involved, to manage throughout.
In fact, our own original definition of the collaborative mind-set got a jolt when our Japanese colleagues began to design the program's fourth module.
Thanks to the influence of economic theory, we see people as independent actors, detachable human "resources" or "assets" that can be moved around, bought and sold, combined, and "downsized". That is not the collaborative mind-set.
But they pointed out that a truly collaborative mind-set does not involve managing people so much as the relationships among people, in teams and projects as well as across divisions and alliances.
Getting into a truly collaborative mind-set means getting beyond empowerment a word implying that the people who know the work best must somehow receive the blessing of their managers to do it and into commitment.
Managing, they determined, involves five tasks, each with its own mind-set: managing the self (the reflective mind-set); managing organizations (the analytic mind-set); managing context (the worldly mind-set); managing relationships (the collaborative mind-set); and managing change (the action mind-set).
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Justyna Jupowicz-Kozak
CEO of Professional Science Editing for Scientists @ prosciediting.com