| emailid | artid | category | art_title | ||||||
|---|---|---|---|---|---|---|---|---|---|
| 133 | Read 1 | Systems Thinking Ecological Thinking | This is freaky, right? | ||||||
| 133 | Read 2 | Social Progress Systems Thinking | “As we now face a global dearth of alternative political ideas, perhaps it’s no wonder we are turning again to the Mahatma for inspiration.” | ||||||
| 133 | Read 3 | New Economy | Milton Friedman was wrong. | ||||||
| 133 | Read 4 | Value Proposition, Organizational Health | How organizations can clarify a purpose, who they serve, how they serve their core customer and what they celebrate. | ||||||
| 133 | Read 5 | Learning Design Process | The best tool for visual thinking. | ||||||
| 133 | Read 6 | Collective Leadership Group Productivity Organization Design | “Collective intelligence in play is one of those things that you can’t unsee once you’ve seen it.” | ||||||
| 133 | Read 7 | Advertising Social Messaging | Atlanta is used to traffic logjams, but at least this one was for a good cause. | ||||||
| Full articles follow | |||||||||
| 133 | [art:1] | Systems Thinking Ecological Thinking | This is freaky, right? | ||||||
| 133 | [art:2] | Social Progress Systems Thinking | “As we now face a global dearth of alternative political ideas, perhaps it’s no wonder we are turning again to the Mahatma for inspiration.” | ||||||
| 133 | [art:3] | New Economy | Milton Friedman was wrong. | ||||||
| 133 | [art:4] | Value Proposition, Organizational Health | How organizations can clarify a purpose, who they serve, how they serve their core customer and what they celebrate. | ||||||
| 133 | [art:5] | Learning Design Process | The best tool for visual thinking. | ||||||
| 133 | [art:6] | Collective Leadership Group Productivity Organization Design | “Collective intelligence in play is one of those things that you can’t unsee once you’ve seen it.” | ||||||
| 133 | [art:7] | Advertising Social Messaging | Atlanta is used to traffic logjams, but at least this one was for a good cause. | ||||||
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