People earning over $100,000 a year are almost twice as likely to apologize after an argument or mistake as those earning $25,000 or less, the survey found.

They were also asked whether they would apologize in three situations: when they felt they were entirely to blame for a problem; when they thought they were only partly at fault; and when they believed they were blameless.

In all three cases, "a person's willingness to apologize was an almost perfect predictor of their place on the income ladder," the study says.

<p>The bottom line: Organizations can no longer focus strictly on working, while ignoring living and learning. Neither can you, as a knowledge professional. The enterprise of the future must bring all three of those areas into balance.</p><p>Living means loving what you do and finding fulfillment in it. Working means doing what you love, in a way that is both challenging and rewarding. Learning means continually making new discoveries and putting those discoveries to work, both personally and professionally.</p><p>In essence, you and your organization, and your extended network, are now co-dependent. Your ability to grow is limited if your organization and network aren’t growing. Likewise, if you aren’t growing, you are inhibiting the growth of the organizations to which you belong. Think brain trust, as opposed to assembly line.</p>

The only job that a university degree directly qualifies you for is another university degree. Sitting in a classroom, writing essays and answering tests is not the workplace. Solving real problems, of importance to others, within existing constraints - is what most work is about.

<strong>Is transparency one of the key benefits to this sort of job search?</strong> <br> Absolutely. I wanted the transparency. The problem with traditional résumé interviewing is it's so one-dimensional and it's so easy to paint yourself as something. If I can look at your social network, I can see much more. This took a level of trust for the people who were reaching out to me. But I did say that I'm a big enough boy, that I'm OK if you talked about partying or things that you do in your personal life. I want to know who you are. I'm a human being as well, and I don't care that you do things, because I expect that human beings would do these things.

Is the term Instructional Designer a dead description, title, category or classification?<br><br>In light of web or learning 2.0, there are theories that in fact a better name would be an <span style="font-weight: bold; font-style: italic;">information and instruction architect</span>.

4.&nbsp;&nbsp;&nbsp; We don’t respect titles; we respect people.<br> The internet has served as a great social equalizer. In most online communities your value (and therefore reputation and power) are based on what you contribute not who you are. A well-read 18 year old who knows his stuff and is constantly active in the editing process of a Wikipedia article may be revered more than the heavily credentialed professor who interjects, corrects, and condescends to the community of the page. These relationships break down entitlements and, instead, center on accomplishment and contribution.<br> So if you want to respected, simply play your part and contribute. You’ll be known for the actions you take that probably earned you that title in the first place.

Thinking about the tools I'm building and the programs I'm developing - that seems more akin to the way I want my job to evolve. As a "knowledge gardener."

So I've decided that my next 5 years will be spent as a "knowledge gardener." Helping people get the information they need. Encouraging people within my organization to talk to each other and share what they know. Facilitating learning when they need and want it (preferrably in much smaller chunks than they are getting now).

<p>You wouldn't hire an interior designer only to inform.them that you've already chosen all the colour schemes and furnishings; you wouldn't engage an accountant and then explain to them the way you wanted them to process your figures; you wouldn't employ a fitness trainer and then tell them what to include in your workout; you wouldn't buy a dog and then insist on doing all the barking.</p> <p>So why, then, do we continue to encounter situations in which line managers tell the guys from l&amp;d exactly what they want in terms of learning interventions, with the expectation that the they'll simply take those instructions and run. </p>