Summer 2016, Day 1. “So, that puts to bed Bloom’s Taxonomy… that reliable workhorse,” sighed C. “What do we use in its place?” “We don’t”, answered the Walrus. “There is no successor to neatly replace Bloom’s. It’s still there – and can still be useful.

It is with some trepidation that I announce the Geneva Learning Foundation’s first open access digital course in partnership with the University of Illinois College of Education and Learning Strategies International.

A guest blog post by Catherine Russ We recognise this is an era of radical and disruptive change in every facet of society. We wrestle with our tried and tested ways of working in the past so that they stay relevant in an increasingly complex present. Where we seek passion and purpose, work remains, more often than not, stress and drudgery. And that is consistent wherever people are on the pyramid.

Through research and broad sector collaboration, a consensus has emerged on the recognition that uneven quality of personnel is a major limiting factor in humanitarian response, and that serious effort is needed to address the global gap in skills and build capacity of countries and local communities.

This is the final in a series of five blog posts reflecting on what is at stake in how we learn lessons from the Ebola crisis that erupted in 2014 and continued in 2015.

This is the fourth in a series of five blog posts reflecting on what is at stake in how we learn lessons from the Ebola crisis that erupted in 2014 and continued in 2015. A new blog post will be published each morning this week (subscribe here). “Continuous learning at the individual level is necessary but not sufficient to influence perceived changes in […] performance.

This is the third in a series of five blog posts reflecting on what is at stake in how we learn lessons from the Ebola crisis that erupted in 2014 and continued in 2015.

This is the second in a series of five blog posts reflecting on what is at stake in how we learn lessons from the Ebola crisis that erupted in 2014 and continued in 2015.

This is the first in a series of five blog posts reflecting on what is at stake in how we learn lessons from the Ebola crisis that erupted in 2014 and continued in 2015.

Lockheed’s Skunk Works may be one of the earliest models for sustaining innovation inside an organization – never mind the nefarious mission of making flying machines to kill people. These are the basic operations rules enunciated by founder Kelly Johnson in 1954, as cited in his successor Ben Rich’s book: The Skunk Works program manager must be delegated practically complete control of his program in all aspects.