Starting with Howard Gardner'sfive minds, adding Elliott Jaques'sresponsibility time span: implications for undergraduate management education

Insights from the use of Gardner’s notions of Mindset: group work

“…In particular, his conceptualisation of mindset was being used to spur a conversation about management education and in particular the role of group work within it. This is accord with Stork et al's (2010) views of the role that Gardner's framework can play in researching business and management education. In particular, the utilisation of Gardner's framework assists in moving beyond '[t]he traditional paradigm of business schools with its strong focus on analytical models and reductionism' (Schoemaker 2008: 119, in Stork et al 2010), a call echoed throughout the management literature (Grey 2004;Mitroff 2004;Bennis and O'Toole 2005).…”

“…(Gardner 2006a: 17) Gardner's (2006a) framework outlines five mindsets that he suggests will become increasingly important in the future. His framework is interpreted by some as a normative framework -concerned with what mindsets should be nurtured and cultivated (Pava 2008;Stork et al 2010). Whilst he does not provide a framework necessarily geared to management education, his framework sets out to consider what Stork et al (2010) suggest we need as societies to build our shared future.…”

“…His framework is interpreted by some as a normative framework -concerned with what mindsets should be nurtured and cultivated (Pava 2008;Stork et al 2010). Whilst he does not provide a framework necessarily geared to management education, his framework sets out to consider what Stork et al (2010) suggest we need as societies to build our shared future. In addition, Stork et al argue that Gardner's ideas were beginning to have an impact on management practice in business (through, for example, Gardner being ranked as a top management guru by the Wall Street Journal) and he has sought to engage with management academics and practitioners (e.g.…”

“…In particular, the utilisation of Gardner's framework assists in moving beyond '[t]he traditional paradigm of business schools with its strong focus on analytical models and reductionism' (Schoemaker 2008: 119, in Stork et al 2010), a call echoed throughout the management literature (Grey 2004;Mitroff 2004;Bennis and O'Toole 2005). The five notions of mindsets framework not only encompasses 'cognitive' abilities, as represented in the first three mindsets: disciplined, synthesising, and creating mindsets, but also two relational mindsets, those concerning our relation to others and the world, as represented by the respectful and ethical mindsets (Stork et al 2010).…”

“…It is about mastery in at least one discipline; a deep level of knowledge and understanding in a particular field (Duening 2010;Stork et al 2010). Moving beyond a particular disciplinary knowledge, the synthesising mindset involves the ability to bring together information and ideas from multiple and diverse sources (ibid).…”