The Transmission Project has long made the argument that it is a lack of resources and capacity that prevent organizations from successfully adopting best practices, not ignorance of those practices. Our focus on honest practice recognizes the need to take a broader focus on an organization’s capacity and environmental context.
From Adapt and Adopt: An Experiment in Making Best Practices Adequate in an Organization [PDF], by Nelly Burrin, Gil Regev and Alain Wegmann:
An article explaining eLearning possibilities by corps member Colin Pizarek and Idealware’s Senior Editor, Chris Bernard.
Link to Article: http://www.idealware.org/articles/considering-elearning-software
Looking back through my writings about honest practice, I came across this piece originally published in the
“You can’t copy your way to the top.”
This “meta lesson” from The Contrarian’s Guide to Leadership struck me when advising a colleague on a grant that wanted applicants to document the use of “best practices” in their proposed project. The real kick was that the funder was only interested in new projects and proclaimed to support innovation.
A step by step guide to determine if a nonprofit should start a forprofit subsidiary. Prepared by Randy Cox.
At the Transmission Project, you hear us talking about the concept of honest practice rather than best practice. We believe it is equally, if not more, instrcuctive to examine more than what worked. We want to know about surprises, the unexpected, even the failures.
I perked up when, in my RSS reader, I spotted this in a recent post at Museum 2.0:
What’s the best way to share information about your experiments–what worked and what didn’t? Publish.