LILA ~ Learning Innovations Laboratory at the Harvard Graduate School of Education

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  1. Marga Biller

    The Future Learner At Work – Video Summary

    Stanford's Byron Reeves shared his thinking and research on "total engagement" and the role that games do and could play to foster engagement in the workplace. He's been interested in what can we steal about what we know about how the brain activates engagement and motivation and drop them into workplace context to improve engagement.
  2. Marga Biller

    8th Annual LILA Summit

    This year's LILA Summit will be the culmination of the exploration of the theme of Unlearning to Learn. The LILA Community has spent the year thinking about how mindsets, habits and systems affect our ability to unlearn. For this last formal gathering on the theme, we will be joined by Dr. Bill Starbuck and Dr. Tim Wilson who will provoke our thinking by sharing their research on how individual and organizations can unlearn. The Summit is open to all past members and faculty of LILA and by special invitation. To register, please contact
  3. Marga Biller

    March Chair Call – Unlearning at the Systems Level: What We can Learn From the Shared Spaces Concept

    “Imagine a city with no sidewalks. Not because the cars have disappeared, or because the pedestrians have been banished to bridges and tunnels, but because all kinds of traffic are sharing the public spaces. The conventional division of the space of our streets no longer valid. – We understand human behavior much better now than we used to, says Ben Hamilton-Baillie. He is an architect at a a small company providing specialist knowledge and experience of innovative solutions for reconciling traffic movement with quality public spaces in cities, towns and villages.” (From an interview with Ben Hamilton-Bailiie by Ola Bettum and...
  4. Marga Biller

    Divide and Conquer: Case Study about LILA member Don McLauglin’s work at Cisco

    It was the Great Recession, and Cisco Systems’ long run of strong business results was in trouble. Sales were shrinking at the data communications pioneer, and executives were keen to cut costs. Out of the crisis emerged a new way of doing the business of HR at Cisco. About two years ago, the company effectively split human resources into tactical and strategic wings. The move put the company at the forefront of HR design and has yielded other significant benefits……It hasn’t been easy. The overhaul has required a new mindset among both HR professionals and Cisco’s workforce of 75,000 people...

Harvard Graduate School of Education