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Spring 2020 Author’s Call: The Refractive Thinker® Vol XIX
The Refractive Thinker® Vol XIX: Social Media
Spring 2020 Author’s Call: The Refractive Thinker® Vol XVIII
The Refractive Thinker® Vol XVIII: Project Management
Fall 2018: RT: Vol XV: NON PROFITS
The Refractive Thinker® Vol XIV: HEALTH CARE
Fall 2017: RT Vol XIII: Entrepreneurship
RT Vol X: Special Military Edition Video
RT Vol X: Special Military Edition Video
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I think therefore I am. –Renee Descartes
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Welcome to The Refractive Thinker®: Volume V: Strategy in Innovation
Thank you for joining us for the Fall 2010 edition, Volume V as we continue to celebrate the accomplishments of doctoral scholars affiliated with many phenomenal institutions of higher learning. The purpose of this offering in the anthology series is to share another glimpse into the scholarly works of these participating authors, specifically on the topic strategic thought in innovation.
In addition to exploring various aspects of innovation, the purpose of The Refractive Thinker® is to serve the tenets of leadership. Leadership is not simply a concept outside of the self, but comes from within, defining our very essence; where the search to define leadership becomes our personal journey not yet a finite destination.
The Refractive Thinker® is an intimate expression of who we are—the ability to think beyond the traditional boundaries of thinking and critical thinking. Instead of mere reflection and evaluation, one challenges the very boundaries of the constructs itself. If thinking is inside the box, and critical thinking is outside the box, we add the next step of refractive thinking, beyond the box. Perhaps the need exists to dissolve the box completely. As in our first four volumes, the authors within these pages are on a mission to change the world, never satisfied or quite content with what is or asking why, instead these authors intentionally strive to push and test the limits to ask why not.
Peter Senge (1994) in his book, The Fifth Discipline Fieldbook wrote
Herein lies the strongest reason to look for tools based on important new theories: only such tools have the power to change how we think. Most tools introduced into management to solve problems, however innovative they may be, are based on conventional ways of thinking . . . To paraphrase Albert Einstein, our present problems cannot be solved at the level of thinking at which they were created (Senge, 1994, p. 31).
This argument offers yet another perspective that supports that when “relying on our present ways of thinking, it is very difficult to develop tools that change the way of thinking. For this we must find or generate new theory” (Senge, 1994, p. 31). This is what these authors of Volume V aim to accomplish—The goal of Volume V authors is to use refractive thinking to discover new ways of looking at current or old ideas, new ways, and new structure for learning and contemplation. The goals of this volume are to offer alternatives these authors choose to take and to share with you their reasons why to translate this understanding into innovations in theory.
Join us on this next adventure of The Refractive Thinker® where Volume V continues the discussion specifically begun in Volume I with leadership, II with Research Methodology, III with Change Management, and IV Ethics, Leadership, and Globalization themed to explore the realm of strategic thought, creativity, and innovation.
Please contact The Refractive Thinker® Press for further information regarding these authors and the works contained within these pages. Perhaps you or your organization may be looking for their expertise to incorporate as part of your annual corporate meetings as a key note or guest speaker(s), perhaps to offer individual, or group seminars or coaching, or require their expertise as consultants.
We look forward to your interest in discussing future opportunities. Let this collection of authors continue our journey begun with volume I to which The Refractive Thinker® will serve as our guide to future volumes. Come join us in our quest to be refractive thinkers and add your wisdom to the collective. We look forward to your stories.
The 3Ps of Leadership is a matriarchal theory, a deceptively simplistic model that assists leaders to transition out of patriarchal, 20th Century authoritative leadership toward matriarchal, 21st Century shared leadership. As technological innovations require employees to work smarter, quicker, and from more locations, the 3Ps will assist leaders to ensure their 21st Century employees are fully engaged; employee morale is high; and that employees, managers, and leaders have the potential toward professional and organizational fulfillment and actualization. Adding the 3Ps of Leadership to Schuttler’s Laws of Communication (2008) and Tuckman’s Group Development Model (1965) creates a new, synergetic triangulation of theories to assist managers to turn nebulous everyday commands into succinct, sustainable team successes.
Several suggestions are being offered to schools districts to help them to better inform their students concerning services offered to homeless students. Since parents reported only occasionally receiving or even knowing about the services, implementing one or more of these suggestions would increase the likelihood that the parents would request these services for their children. Also, some of these suggestions will not significantly increase costs to the school districts to implement.
These services will greatly increase the homeless students’ chances of improving in school. It is important for the success of homeless students that their parents, caregivers or guardians, are provided with this information. The suggestions listed may not all work for your school; however, implementing some of these suggestions would increase awareness among homeless families.