Bed jockeys should be careful though. National Sleep Foundation Chairman Russell Rosenberg told the newspaper that the light from screens can lower melatonin levels, resulting in sleeping difficulties and insomnia.
Your new post is loading...
"In our recent leadership pulse survey, we asked people what their bosses did that had eroded their trust in the past. Of the 200 responses we got to this question, inconsistency accounted for over 30 percent of all responses, while another 50 percent fell under these 6 mistakes:
• Lying/lack of transparency
• Lacking leadership skills
• Taking undue credit/passing blame
• Talking behind employees backs
• Not “walking the talk”
• Poor communication
“Delivering services that are less than promised, without acknowledging the disservice to the customer, hiding or making excuses for ineffective or poor services”
"Creativity can last well into old age, as long as creators stay open to new ideas
DESIGN FOR CHANGE is the largest global movement designed to give children an opportunity to express their own ideas for a better world and put them into action.
New research from MIT’s Center for Collective Intelligence indicates various forms of ‘collective intelligence’ will continue growing in importance.
“The value of socially aware individuals is going to arise as well.” The researchers have identified what “makes a group able to succeed at large number of different tasks?” They call it the C Factor. It’s characterized by teams that have: a high average social sensitivity of group members, a high rate of sharing who gets to communicate, and more females in the mix.
“If a team had a high C factor they tended to do well in many different activities, even when compared to groups with higher average IQ … Getting everyone in the team to participate, or at least allowing them the opportunity to share, is key to harnessing collective intelligence. There are clear applications in almost every business environment.
… Eventually, corporations may be able to use quick social sensitivity tests to better determine how best to form teams out of a pool of employees. There’s also the possibility that collective IQ can be improved through training much more than individual IQ. If so, we may be able to take any rag tag group of individuals and teach them how to be a badass problem solving strike team.”
"In an age of swiftly moving technology, teams become more important, not less. That’s because humans don’t evolve at the rate of Moore’s Law. We’re the slowest-moving parts in any complex organization–the “gating factor,” in the parlance of engineers. Teams can make us smarter and faster. But only if we get our teams right.
"When Harvard Business School Associate Professor Francesca Gino invites high-powered business leaders to address her class, she often observes an interesting phenomenon. The guest speakers announce that they are just as interested in learning from the students as teaching them, and encourage them to ask questions and make comments. In reality, however, the speakers often do the opposite—dominating the time and not allowing for much discussion at all.
"In February 2013, Marissa Mayer, the new CEO of Yahoo!, ignited a not-insignificant controversy when she announced that employees no longer would be permitted to work from home.
"The conventional idea of luxury is the antithesis of work. Sure, the gilded few are awarded trinkets to soothe their working experience, perhaps with a swanky corner office, a plush company-provided Lexus or--if they're wearing a T-shirt rather than a suit to work--with free gourmet lunches and ping-pong tables. .. But even for those with the grandest of paychecks and superfluous perks, work is still in direct opposition to luxury.
The vast majority of workers across the world still commute in some form. And no matter how nice your company car is, sitting in rush hour traffic for an hour each way is still a special version of hell. Maybe you ride the train or subway. A step up, perhaps (though certainly not lately, for those commuting into New York City via MetroNorth), but think of all the other things you could be doing.
It's not exactly news that long commutes are brutal, but the science behind just how brutal is mounting, and it all points to the same conclusion: Commuting is a recipe for misery, associated with an increased risk for obesity, insomnia, stress, neck and back pain, high blood pressure and other stress-related ills like heart attacks and depression, and even divorce.
So you suffer through that daily commute, and then the next chamber of the daily grind begins: You arrive at your office (if you're lucky; cubicle if you're not), where a thousand interruptions chop up your workday into tiny work moments."
"A new study confirms that we hate our open offices -- and that they don't even help us collaborate....A full 30% of workers in cubicles, and roughly 25% in partitionless offices, were dissatisfied with the noise level of their workspaces.
"If Marissa Mayer is as good at identifying winning startups as she is at embracing contentious human resources practices, Yahoo! (YHOO) is going to be just fine. Several months after the great work-at-home kerfuffle of 2013, Yahoo employees were up in arms about a new policy that forces managers to rank employees on a bell curve, then fire those at the low end. According to AllThingsD, Marissa Mayer reportedly told Yahoo workers that the rankings weren’t mandatory, but many people disagree. The company hasn’t responded to a request for comment.
"The UK is home to an apathetic workforce that doesn’t feel like they are contributing to their place of work in a meaningful way, according to a Microsoft research report.
"Trying to derive a person’s wants and needs—conscious or otherwise—from online browsing and buying habits has become crucial to companies of all kinds.
"The State of the Global Workplace: Employee Engagement Insights for Business Leaders Worldwide report highlights findings from Gallup's ongoing study of workplaces in more than 140 countries from 2011 through 2012. This is a continuation of Gallup's previous report on employee engagement worldwide, which covered data from 2009 through 2010. This latest report provides insights into what leaders can do to improve employee engagement and performance in their companies. It includes regional analyses of employee engagement data, country-level insights from Gallup consultants around the globe, a look at the impact of engagement on organizational and individual performance, and information about how companies can accelerate employee engagement."
"FOR Viktor Frankl, the Holocaust survivor who wrote the best-selling book “Man’s Search for Meaning,” the call to answer life’s ultimate question came early. When he was a high school student, one of his science teachers declared to the class, “Life is nothing more than a combustion process, a process of oxidation.” But Frankl would have none of it. “Sir, if this is so,” he cried, jumping out of his chair, “then what can be the meaning of life?”
"The workplace as we know it is shifting...According to the latest Rogers Connected Workplace report conducted by Harris Decima, technology and connectivity is a key driver. The report shows that over half of Canadians, including both Baby Boomers and Generation Y, think that it is important to work with the latest technologies and to do so from anywhere—but they don't have access to resources or workplace policies to make this a reality.
"Have you ever wondered what it takes to achieve sustained well-being, happiness, and results? Fortunately, there is a substantial body of research demonstrating just how we can experience more personal fulfillment and how organizations can capitalize on healthier, more engaged employees. It is called Positive Psychology—aka, the Science of Happiness.
Successful companies like Google, Zappos, and Genentech have Chief Happiness Officers and rely on outside consultants to implement massive well-being initiatives.
* Currently there are two Applied Positive Psychology graduate programs in the United States.
* Four organizations (including ours) offer business consultants an opportunity to receive a Positive Psychology Coaching Certification.
* In 2009, the Department of Defense hired prominent positive psychologists to drive well-being and results within the Army—at a cost of $34 million dollars.
What is positive psychology, really? In simplest terms, positive psychology is a branch of science concerned with positive human functioning—that is, understanding what works well. Whereas traditional psychology is focused on alleviating the suffering from illnesses like depression and anxiety, positive psychology investigates ways to help healthy organizations, individuals, and communities grow and flourish.
"Personality conflicts are the most commonly reported problems in the workplace. More and more organizations of all sizes are investing in "conflict resolution" training, which can help tremendously, but if a clear understanding of the core issues are still not addressed, these issues can last for months, years, or until certain parties leave the organization.
Learning to collaborate with others and connect through technology are essential skills in a knowledge-based economy. ATC21S started with a group of more than 250 researchers across 60 institutions worldwide who categorized 21st-century skills internationally into four broad categories:
Ways of thinking. Creativity, critical thinking, problem-solving, decision-making and learning
Ways of working. Communication and collaboration
Tools for working. information and communications technology (ICT) and information literacy
Skills for living in the world. Citizenship, life and career, and personal and social responsibility
Putting Concepts Into Practice
The ATC21S project has now moved from conceptual to practical, working with two skills that span all four categories:
Collaborative problem-solving. Working together to solve a common challenge, which involves the contribution and exchange of ideas, knowledge or resources to achieve the goal
ICT literacy — learning in digital networks. Learning through digital means, such as social networking, ICT literacy, technological awareness and simulation. Each of these elements enables individuals to function in social networks and contribute to the development of social and intellectual capital.
'Globally, respondents cited stress as the number one workforce risk issue, ranking above even lack of physical activity and obesity. And 78% of U.S. employers identify it as a top risk factor for their workforce
Of even greater concern, employers and employees have vastly different opinions on the causes of employee stress, a difference that could undermine efforts to deal with the problem:
U.S. employers in our survey rank lack of work/life balance as the top driver of stress, while employees surveyed in our 2013 Global
Benefits Attitude Survey ranked it fifth in importance (Figure 4).
Employees ranked the workplace experience -- inadequate staffing, low pay or low pay increases, unclear or conflicting job expectations, and organizational culture — as their top stressors, while employers ranked those factors slightly lower or very low.
Employers committed to reducing stress in the workforce might start by understanding their employees’ stress drivers, and then reviewing their health and workforce programs in light of the findings."
"The human brain is a sophisticated instrument. At its core, however, it’s nothing but the organ of an animal, prone to instinctive responses. This instinctual brain operates according to what I call the “X Framework,” a concept that emerges from studies on animal and human behavior, particularly those linking behavior to brain functioning.
"The Internet of Everything is reshaping every aspect of our lives -- including how and where we work. Think back to the 1950s, when the telephone was the only connected device in the typical office, and collaboration happened only when coworkers physically walked into a conference room for a face-to-face meeting.
Today, we take for granted an ever-expanding collection of connected devices and collaboration tools that didn't even exist 10 or 20 years ago -- smartphones, tablets, "smart" white boards, online meetings, Web video conferencing, online document sharing, TelePresence, social media -- all helping us change the ways we communicate, collaborate, and share.
With the amount of new technical information in the world doubling every two years, the future holds the promise of even greater, faster change. Google Glass is just the beginning of a whole new category of wearable technology that will enable even tighter integration of technology with work and life.
And robots are making their way from the factory floor to the office environment -- answering questions and providing expert information as virtual receptionists, HR representatives, help-desk staffers, and more. The iRobot Ava 500 video collaboration robot, introduced in June, is just the latest example, combining TelePresence and robotics technology to extend the reach of busy employees. As this new class of robots connects to more intelligence in the cloud, they will become even better equipped to work alongside people in an office setting.
But the workplace of the future is not just about connected devices. It's also about when and where we work, and how we get our best ideas.
As always-on connections among people, process, data, and things become more pervasive, the lines between work and the rest of life will continue to blur -- allowing a busy dad to see his daughter's softball game without missing a client's important inquiry, or enabling a mom to extend the family vacation by working the last few days from their mountain cabin.
And this is a good thing. According to a 16-year study by Idea Champions, only 3 percent of the 10,000 people they interviewed said that they come up with their best ideas at work. The other 97 percent said their best ideas come to them while they are in the shower, on vacation, taking walks, enjoying a glass of wine, or just doing nothing. While a highly structured, tightly scheduled workplace may foster productivity, a more relaxed, unstructured environment unlocks creativity.
Employers can extend this "creative space" by allowing flexibility in where and when people work, and by providing the collaboration and mobility tools to allow them to work anywhere, any time. Companies can make the office environment more conducive to creativity by providing a flexible, open, collaborative workspace. Cisco's "connected workplace," where I work, features bright colors, moveable work stations, broad views to the outside, an open, free-flowing environment -- and the connected technology to enable the exchange of ideas with colleagues around the world.
This virtualized workspace of the future is just one of the ways the Internet of Everything is transforming the ways we work, live, play, and learn. As the number of Internet connections continues to grow, so will our opportunity to foster creativity and reinvent the very nature of work.
So, while these may be the "dog days" of summer, when vacations and disrupted family schedules might chip away at corporate productivity, this also may be your company's most creative time. When people's routines loosen up, with time to let their minds wander, there just might be room for the big ideas."
"At the same time that Yahoo (YHOO) was taking heat for adopting a new system that forces managers to rank workers on a curve, Microsoft reportedly decided to back away from its own practice of so-called stack rankings.
"As companies strive to keep workers healthier and stem the tide of higher health care costs, they will continue to embrace health and productivity programs as a solution. According to the 2013/2014 Staying@Work Survey, conducted by Towers Watson, a global professional services company, and the National Business Group on Health, employers will have to address lifestyle risk issues, improve employee engagement and articulate a strategy to establish a workplace health culture, an essential factor for success.
• Gaining the commitment of senior leadership
• Developing a comprehensive strategy
• Implementing employee engagement strategies
• Engaging managers as role models
• Communicating frequently to employees
• Reducing employee stress
• Providing easy access to high-quality health care services
• Understanding health and productivity outcomes by establishing metrics
“More than ever, employers view health as a total business issue that links to worker performance. Highly effective organizations do a number of things differently, and their results are far better than those of their peers,” said Helen Darling, president of the National Business Group on Health. “They take a holistic view of health and productivity programs and benefits to foster a culture of health in their workplaces and promote healthy lifestyles, and that approach will serve them well in the years to come.”"
"According to a 16-year study by Idea Champions, only 3 percent of the 10,000 people they interviewed said that they come up with their best ideas at work. The other 97 percent said their best ideas come to them while they are in the shower, on vacation, taking walks, enjoying a glass of wine, or just doing nothing. While a highly structured, tightly scheduled workplace may foster productivity, a more relaxed, unstructured environment unlocks creativity.