Jennifer Aaker

Faculty Workshop Invitation: Rethinking Bloom’s Taxonomy in the Age of AI If AI can retrieve, summarize, explain, and apply content in seconds, what does that mean for how we design learning? For decades, Bloom's Taxonomy has shaped assignment design and assessment strategy. But generative AI has changed the cognitive landscape. This workshop introduces a practical framework for thinking about Bloom in an AI mediated environment, including a “double pyramid” model: • What AI can externalize • What students must internalize • Where metacognition and ethical reasoning now sit at the center We will explore: • How AI affects remembering, understanding, and application • Why analysis and evaluation are becoming more critical • How “creating” is both easier and more complex • How to redesign assignments to assess judgment, not just production Participants will leave with: • A reframed view of Bloom • One redesigned assignment • Clear strategies for aligning assessment with human cognitive strengths This is not about banning AI. It is about designing for what cannot be outsourced. Dr. Jamie L. Molina is owed credit for the inspiration! If you are interested in attending or hosting this session, comment below or send me a message. #FacultyDevelopment #HigherEducation #AIinEducation #TeachingWithAI #InstructionalDesign #Assessment #AcademicIntegrity #CurriculumInnovation

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🎓 Culture Is the Foundation of Institutional Agility Many institutions attempt structural reform to become more nimble. Few address the cultural alignment required to sustain it. In this short podcast clip, Jack Corby explores: 🔹 Why agility is a leadership behavior 🔹 The role of shared mission during rapid change 🔹 Aligning faculty and administration around strategic direction 🔹 Building trust during transformation Nimble institutions are built on clarity, communication, and cultural cohesion — not just new org charts. 🎥 Watch the full episode: https://lnkd.in/gvHvCv2b #HigherEdLeadership #InstitutionalCulture #ChangeLeadership #StrategicAlignment #UniversityStrategy #LeadershipMatters

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Tribal instincts aren’t just ancient relics—they’re active levers in how leadership works today. In my feature in #ThinkActMagazine by Roland Berger, I discuss how leaders use three types of social signals to shape culture: • Peer signals — what people see as common behavior • Prestige signals — what’s admired and elevated • Precedent signals — where change feels like inheritance not rupture When aligned, these signals help a tribe move—not be pulled apart. https://lnkd.in/edMC7j9c

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Excellent article by Jeffrey P. Shay and Thomas H. Davenport in Sloan Management Review. Anyone in the AI arena needs to read this and understand their strategic positioning before deciding on investment levels.

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Sometimes the loudest voices and seemingly most obvious drivers of organizational transformation end up being the ones who inhibit its progress. In an article I wrote for SmartBrief, I discuss the often hidden power of the quiet connectors as carriers of culture and agents of organizational change. It's a little too easy--especially for an extrovert myself--to assume that the most extroverted in an organization are the best connected and that they are the people that others look to for guidance. Yet as David Homan and I found in the interviews we conducted for our book "Orchestrating Connection," many superconnectors are introverts whose curiosity, empathy, and depth of connection mean they are the right combination of attuned and connected to help companies evolve. I also offer a couple of ideas for finding and engaging these "quiet connectors." #networks #connected #organizationaltransformation #introverts #changeagents PS - now that the internet has decided that anything written with em dashes must be written by AI, and there are a handful of them in the linked article, I feel the need to point out that I've been writing with them for years. I went back to a 2017 academic article I wrote and it has 41 em dashes...so there. https://lnkd.in/gmtD_fnX

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𝐓𝐡𝐞 𝐒𝐢𝐠𝐧𝐢𝐟𝐜𝐚𝐧𝐜𝐞 𝐨𝐟 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩, 𝐂𝐮𝐥𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐎𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐂𝐡𝐚𝐧𝐠𝐞 𝐢𝐧 𝐓𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐢𝐧𝐠 𝐎𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧 Spot on, Lorne Rubis! The point that leadership, culture, and organizational change are deeply intertwined, not separate initiatives, is critical, especially when disruption hits. Leaders don’t just lead change; they shape the very culture that determines whether change succeeds or fails. In our research on crisis and disruptive leadership, organizations that survive turbulence are those where culture isn’t an afterthought; it’s embedded by design. That happens when leaders model the behaviours they expect (transparency, accountability, psychological safety), and embed those behaviours into decision-making, performance norms, and everyday interactions. Change imposed from the top rarely sticks if culture isn’t aligned. But when leadership and culture work in tandem, when leaders act as cultural stewards, the organization becomes adaptive, resilient, and capable of thriving under pressure. Prof Sattar Bawany 𝑀𝑒𝑚𝑏𝑒𝑟, 𝐻𝑎𝑟𝑣𝑎𝑟𝑑 𝐵𝑢𝑠𝑖𝑛𝑒𝑠𝑠 𝑅𝑒𝑣𝑖𝑒𝑤 𝐴𝑑𝑣𝑖𝑠𝑜𝑟𝑦 𝐶𝑜𝑢𝑛𝑐𝑖𝑙 𝐺𝑙𝑜𝑏𝑎𝑙 𝐵𝑜𝑎𝑟𝑑 𝐴𝑑𝑣𝑖𝑠𝑜𝑟 & 𝐶-𝑆𝑢𝑖𝑡𝑒 𝑀𝑎𝑠𝑡𝑒𝑟 𝐸𝑥𝑒𝑐𝑢𝑡𝑖𝑣𝑒 𝐶𝑜𝑎𝑐ℎ 𝑫𝒊𝒔𝒓𝒖𝒑𝒕𝒊𝒗𝒆 𝑳𝒆𝒂𝒅𝒆𝒓𝒔𝒉𝒊𝒑 𝑰𝒏𝒔𝒕𝒊𝒕𝒖𝒕𝒆 𝑳𝑳𝑪, 𝑵𝒆𝒘 𝒀𝒐𝒓𝒌, 𝑵𝒀 (𝑫𝑳𝑰) https://lnkd.in/gy3-VPB6 https://lnkd.in/gpJ88GjY 𝐆𝐞𝐭 𝐚 𝐂𝐨𝐦𝐩𝐥𝐢𝐦𝐞𝐧𝐭𝐚𝐫𝐲 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐞𝐁𝐨𝐨𝐤 𝐨𝐧 “𝐓𝐫𝐚𝐧𝐬𝐟𝐨𝐫𝐦𝐢𝐧𝐠 𝐭𝐡𝐞 𝐍𝐞𝐱𝐭 𝐆𝐞𝐧𝐞𝐫𝐚𝐭𝐢𝐨𝐧 𝐨𝐟 𝐋𝐞𝐚𝐝𝐞𝐫𝐬” For details on redeeming your complimentary eBook, visit https://lnkd.in/gAH_vkEe.

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Behavioral strategy has become an important force in strategic management scholarship. To illustrate, the Behavioral strategy IG is one of the largest interest groups in the Strategic Management Society and the top strategy journals regularly feature behavioral strategy papers. Drawing on psychology and behavioral economics, behavioral strategy highlights how cognition, biases, emotions, and social context shape strategic decisions. Scholars increasingly use behavioral insights to explain persistent performance differences, managerial judgment under uncertainty, and deviations from optimal choice. Behavioral strategy enrichens classical strategy perspectives, such as the resource-based view, competitive dynamics, and strategy process research. By integrating micro-level behavior with firm-level outcomes, behavioral strategy offers more realistic explanations and actionable implications, strengthening the dialogue between theory, empirical evidence, and managerial practice today globally. (For an introduction to behavioral strategy, see https://lnkd.in/e37phjUu) Increasingly, colleagues include modules on behavioral strategy in their strategy classes, but are often unsure what to include. A few years ago I taught an elective solely dedicated to behavioral strategy. The syllabus is uploaded. I was warned that it was “too theoretical.” But it wasn’t. Students loved the content (the course received a 5 in overall evaluation). So, perhaps the syllabus may be of inspiration to those of you who may want to include some behavioral strategy content in your strategy class. 

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