Soft Skills And Hard Values
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Soft Skills and Hard Values
To help researchers, educators and policy makers understand and support the development of 21st-century skills in schools, this edited volume explores the various iterations of "soft" skills with a particular focus on their implications for values and evaluates ways in which "soft skills" and "hard" values can be integrated. Discourse throughout the 21st century has focused on the changing nature of work, the need for new skill sets and the disruptive effects of new technologies. This has been a neo-liberal discourse that subordinated personal and individual needs to the needs of a productive workforce delivering more and more efficiencies linked to higher and higher profits. The solution is often seen to be in the development of a school curriculum that focuses on work-ready skills for an increasingly complex work environment and its demands. Agencies such as OECD and UNESCO highlight the need to link the skills agenda with complementary values. Yet this process is at a very early stage. The proponents of the Fourth Industrial Revolution (4IR) for example highlight the impact of new technologies, not just on work but also on the social world. Yet they neglect to explore the values that would be needed in these new disruptive environments. This book takes up that issue and lays out the multiple value systems that are available for this new 21st century world. It is an important resource for policy makers, academics and teachers with responsibility for a new generation.
Values Guide Decision-Making for Results
Strong business leadership built on a value-based foundation has the power to drive profit while improving the lives of business leaders, employees, and even those in the community. But a business leadership model must also reflect cultural context, which is why author Stanley Remple argues that a cookie-cutter, individualistic Western approach doesn’t serve the needs of Chinese business leaders. Enter Leadership Wisdom for Businesses in China, a powerful four-book series that examines value-based business leadership specifically within the Chinese cultural and social environment and offers a framework to promote individual and collective potential while creating a successful and competitive business. In Book Three, Values Guide Decision-Making for Results, Remple explores the importance of ensuring all decision-making is results-based and dives into four business leadership responsibility areas that contribute to business success: strategic direction, complementary partnerships, leadership development, and governance accountability. With a focus on technical tools, creating and using a three-year business plan is examined along with decision-making processes to ensure all strategic action is aligned with performance objectives. Case examples of successful Chinese businesses are also used to illustrate how these tools work within a cultural context. Much more than a theoretical overview of business leadership, this series offers a roadmap and solid tools for developing both self-leadership and business leadership within a whole company. Supported by a Chinese project team consisting of researchers, educators, writers and editors, business leaders, and other stakeholders, this culturally relevant series has been written for both new and experienced business leaders and entrepreneurs, leadership consultants and trainers, and post-secondary leadership programs in China. However, stakeholders in the West will also find great value in this comprehensive exploration of value-based leadership. The other volumes in the Leadership Wisdom for Business Success in China* series are: • Book One: Confronting the Business Leadership Crisis • Book Two: Developing a Value-Based Business • Book Four: Cultural Factors Define Implementation Strategies *Also available in Mandarin
Soft Skills
Author: Mihnea Moldoveanu
language: en
Publisher: Walter de Gruyter GmbH & Co KG
Release Date: 2024-04-22
Although communicative and relational skills are currently in the greatest demand in organizations large and small, we are as educators, executives, and talent developers very far away from the kind of precision in identifying, measuring, selecting and developing these skills that we have achieved with cognitive and technical skills. At the same time, the relentless automation of swaths of human tasks has placed a sharp light on the ‘quintessentially human skills’ – those that cannot and in some cases should not be subject to algorithmic automation. This book aims to ‘change the soft skills game’ by introducing language for identifying and describing them, ways of measuring the degree to which a person possesses them and selecting those who possess them in the utmost from those less skilled, and ways of helping students and executives alike develop them, through a methodology that has been designed and practiced for the past ten years. We need a ‘re-set’ in the way we think about human skill and in particular the ways we think about those human skills which cannot be sub-contracted to an algorithm running on silicon. This book aims to provide that re-set.