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Door_to_Reflection_AITD_FEB2013.pdf

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DOOR to Reflection
This article uses Eugene's holiday in Fiji to illuminate on the four aspects of the DOOR model - Design, Operate, Observe and Reflect and its application to learning and change.

The article is published within the February issue of the Training and Development Journal..

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NEUROSCIENCE AND LEADERSHIP: THE PROMISE OF INSIGHTS - Ivey Business Journal

Emerging findings in neuroscience research suggest why inspiring and supportive relationships are important -- they help activate openness to new ideas and a
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Monkey leaders have different brains

Monkey leaders have different brains | DOORs to Leadership and Change | Scoop.it
Eugene Fernandez's insight:

Interesting 'emerging' research about the different structure of monkey brains depending on their social pecking order. I use the word 'emerging' to show that any 'bit' of research based on neuroscience is a work in  progress - particularly given the liberal assumptions and inferences the author draws from the research. Gives added weight to the term 'Monkeying around' ha ha!

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The Most Underestimated Skill of A Great Leader

The Most Underestimated Skill of A Great Leader | DOORs to Leadership and Change | Scoop.it
Highly respected management guru Warren Bennis once stated that as a successful leader you need to be effective and efficient at the same time. Effective being defined as "Doing the right things."
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Trust

Trust | DOORs to Leadership and Change | Scoop.it
Levels of Trust across Countries Levels of Trust by Country: 'Generally speaking, would you say that most people can be trusted or that you need to be very car
Eugene Fernandez's insight:

Trust impacts all of our interactions in life. The simple correlation
between national rates of investment (gross investment/GDP)
and trust is strongly negative; when trust is low, investment
lags.

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The Science Behind Why Small Teams Work More Productively

The Science Behind Why Small Teams Work More Productively | DOORs to Leadership and Change | Scoop.it
A look inside Jeff Bezos’ two pizza rule and what you can learn from it.
Eugene Fernandez's insight:

Smaller teams have higher productivity, less social loafing and more accountability. Smaller in this case is touted at roughly 7.

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Ivon Prefontaine's curator insight, July 8, 9:37 AM

I read on an educational blog several months ago that groupthink is OK.It is good to hear that Jeff Bezos and other think otherwise.

Stephen Hinwood's comment, July 8, 9:12 PM
Nice article, good find Eugene. I very much agree with the topics in this article and have experienced this myself. I'd add that putting the right people in the right role is very important in any case, but in small teams even more so. In my experience a highly productive small team MUST be constructed with people who will work together well. It may seem like common sense, but this is the realm of good management which is not actually common. One can't simply take any group of staff and make a productive team. Regardless of what size the team is, getting the right people is the foundation. Get the people right and small expert teams are EXTREMELY productive.
Eugene Fernandez's comment, July 9, 5:47 AM
Good validation Stephen about getting the right team members in the first place- Saves a lot of wasted effort and energy which I have seen time and again.
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20 Paradoxes That Give Us Wisdom and Perspective

20 Paradoxes That Give Us Wisdom and Perspective | DOORs to Leadership and Change | Scoop.it
Paradoxes may seem logically impossible, but they're often true. From everyday tips to poignant life lessons, paradoxes teach us how to navigate the world.

Via John Lasschuit ®™
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John Lasschuit ®™'s curator insight, June 6, 1:52 PM

Each paradox is true. But what's in common mostly:

If you want something don't search for it.

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Peter Drucker’s 9 Functions of a Mentor

Peter Drucker’s 9 Functions of a Mentor | DOORs to Leadership and Change | Scoop.it
I don't care who you are or what you do. Be a mentor. Have a mentor. Don't worry if you don't understand mentoring. Just go engage in one of the nine behaviors that follow. 9 functions of a mentor:...
Eugene Fernandez's insight:

Peter Drucker captures the art of mentoring in 9 insightful points.

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Losing Touch - Power diminishes perception and perspective

Losing Touch - Power diminishes perception and perspective | DOORs to Leadership and Change | Scoop.it
Eugene Fernandez's insight:

This short article refers to research by Galinsky et al. on the effect of power on perspective-taking and suggests that power reduces the ability to understand how others see, think, and feel.

According to Galinsky, these findings may also give insights into how leadership can be harnessed to make global leaders more socially responsible.

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How much can an extra hour's sleep change you?

How much can an extra hour's sleep change you? | DOORs to Leadership and Change | Scoop.it
Eugene Fernandez's insight:

Most Managers and Executives that I work with are sleep deprived and in most instances an additional hour's sleep makes all the difference. ( speaking from personal experience as well) This short article will convince you of the benefits. 

 

Sleep is a key ingredient, it  plays a vital role in processing memory from short-term to long-term storage, and if you dont get enough of it, you are prone to loose those memories.

 

The study also highlighted other more dangerous manifestations including genes that are associated with processes like inflammation, immune response and response to stress became triggered and more active.

 

 

 

 

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The Future Of Jobs: The Onrushing Wave

The Future Of Jobs: The Onrushing Wave | DOORs to Leadership and Change | Scoop.it
IN 1930, when the world was “suffering…from a bad attack of economic pessimism”, John Maynard Keynes wrote a broadly optimistic essay, “Economic Possibilities for our Grandchildren”.
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Leading from the Bottom

Leading from the Bottom | DOORs to Leadership and Change | Scoop.it
We have been long term advocates of J.B. Quinn’s inverted hierarchy model for new service led economies.Essentially Quinn’s argument was that the vast majority of jobs in the developed world (arou
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How hot-desking offices can wreck productivity

How hot-desking offices can wreck productivity | DOORs to Leadership and Change | Scoop.it
Reduced office space may have yielded savings, but at what cost to workers' productivity?
Eugene Fernandez's insight:

Focus and reflective space is very important given our capacity for attention is small. Findings in neuroscience and my Doctoral research highlights that our conscious awareness barely makes up 5% of working memory.

 

As Ross's article highlights open plan offices diminish the opportunity to focus. Focus according to research conducted by Gensler a big US office design firm is a key attribute of workplace effectiveness.

 

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Build a 'Quick and Nimble' Culture

Build a 'Quick and Nimble' Culture | DOORs to Leadership and Change | Scoop.it
Author Adam Bryant describes innovative tactics used by effective CEOs.
Eugene Fernandez's insight:

Culture like the air we breathe permeates everything in organisations.

In keeping with the articles advise three key points stand out:

 

View culture as a dynamic process that needs to be deeply reflected on and influenced.

Focus on three key values (as opposed to a list) as business enablers and integrate and drive their implementation.

Encourage, demonstrate and hold conversations that matter.

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Learn to ignore instructions from your inner ear - HR Future: South Africa's Leading Print, Digital and Online Human Strategy Magazine

Learn to ignore instructions from your inner ear - HR Future: South Africa's Leading Print, Digital and Online Human Strategy Magazine | DOORs to Leadership and Change | Scoop.it
Leaders, like pilots, need to learn to overcome certain messages when faced with difficult circumstances. By Jon Foster-Pedley
When a helicopter captain is hovering in a gale at night, over a lurching trawler
Eugene Fernandez's insight:

Excellent article - Demonstrating that all three characteristics -Ethos (spirit), Pathos (emotion) and Logos (logic) are important enablers for leadership practice.

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Peer Coaching as a Tool for Culture Change

Peer Coaching as a Tool for Culture Change | DOORs to Leadership and Change | Scoop.it
Sometimes the best approaches to revamp an organization’s culture come from the employee level, rather than edicts issued by senior executives.
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Legacy Wars: Steve Jobs vs. Bill Gates

Legacy Wars: Steve Jobs vs. Bill Gates | DOORs to Leadership and Change | Scoop.it
Not long ago, Malcolm Gladwell made a bold prediction. Fifty years from now, Apple will be around and Microsoft will be gone, but Bill Gates will be remembered—and Steve Jobs won’t.As surprising as
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How Successful People Stay Calm

How Successful People Stay Calm | DOORs to Leadership and Change | Scoop.it
The ability to manage your emotions and remain calm under pressure has a direct link to your performance. TalentSmart has conducted research with more than a million people, and we’ve found that 90%
Eugene Fernandez's insight:

10 key points to help with staying calm under pressure.

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The Collaboration Paradox: Why Working Together Often Yields Weaker Results

The Collaboration Paradox: Why Working Together Often Yields Weaker Results | DOORs to Leadership and Change | Scoop.it
Eugene Fernandez's insight:

The dangers of group think and pressure to conform to group norms can limit the benefits of collaboration. Collaboration can be enhanced by differentiating between roles and complimentary skills and I would like to add a vital key point from my experience - Fostering and promoting positive regard for each other.

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Forget the Mission Statement. Ask the Mission Question

Forget the Mission Statement.  Ask the Mission Question | DOORs to Leadership and Change | Scoop.it
The right questions can motivate people and spur innovation
Eugene Fernandez's insight:

Questions are a powerful means to build a collaborative mission.

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The Brain Science Behind Gut Decisions

The Brain Science Behind Gut Decisions | DOORs to Leadership and Change | Scoop.it
What parts of the brain are activated when we make a gut decision?Dr. Dan Siegel, clinical professor of psychiatry at the UCLA School of Medicine, explained the complex process of how our minds and
Eugene Fernandez's insight:

Neuroscience affirms what we have known tacitly that the head heart and gut are involved in the decision making process.

 

A key point that aligns with my doctoral research around reflective and strategic thinking is that people who spend time understanding their interiors (emotions, values, beliefs, stories) are more empathic. This self awareness or being in tune with oneself translates to acceptance of our own intuition and gut feeling, making us more reflexive and resourceful.

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Name the Elephants

Name the Elephants | DOORs to Leadership and Change | Scoop.it
Kristin von Donop,  Principal Follow Kristin on twitter Recently I attended a holiday party where the only people I knew were the hosts. It wasn’t long before I was engaged in a casual conversation...
Eugene Fernandez's insight:

Courageous conversations provides an opportunity to shift the frame and is an antidote to inertia.

Our Intent matters and Kristin's highlights an important guiding principle of "name, don't blame"

Her 7 point voting list allows for dissenting views to be framed with a further opportunity for dialogue.

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IBM Infographic: Reinventing the rules of engagement - United States

IBM Infographic: Reinventing the rules of engagement - United States | DOORs to Leadership and Change | Scoop.it
Eugene Fernandez's insight:

Results of over 800 interviews from CEO's in over 20 industries conducted in  2013. Three areas for Action were identified:

Embrace disruptionBuild shared valueDare to be openThe full report can be sourced at: http://public.dhe.ibm.com/common/ssi/ecm/en/gbe03579usen/GBE03579USEN.PDF
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Global Risks 2014 - World Economic Forum

Eugene Fernandez's insight:

This report from the World Economic Forum highlights the deep, complex and profound problems confronting us.  To address these wicked problems, we need to leverage and enact the kind of thinking that goes beyond the same thinking we used to create these problems" - drawing on one of Einstein's famous quotes.

The report explores the nature of systemic risk, focusing on 10 Global risks of highest concern in 2014.
1    Fiscal crises in key economies
2    Structurally high unemployment/underemployment
3    Water crises
4    Severe income disparity
5    Failure of climate change mitigation and adaptation
6    Greater incidence of extreme weather events
    (e.g. floods, storms, fires)
7    Global governance failure
8    Food crises
9    Failure of a major financial mechanism/institution
10   Profound political and social instability

Trust, Long-term thinking, Collaborative multi stakeholder action and Global Governance were seen as important enablers to address some of these risks.

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Tracing anthropogenic carbon dioxide and methane emissions to fossil fuel and cement producers, 1854–2010 - Springer

Tracing anthropogenic carbon dioxide and methane emissions to fossil fuel and cement producers, 1854–2010 - Springer | DOORs to Leadership and Change | Scoop.it
Eugene Fernandez's insight:
The analysis presented here focuses attention on the commercial and state-owned entities responsible for producing the fossil fuels and cement that are the primary sources of anthro-pogenic greenhouse gases that are driving and will continue to drive climate change. The results show that nearly two-thirds of historic carbon dioxide and methane emissions can be attributed to 90 entities
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Hierarchy is Good. Hierarchy is Essential. And Less Isn’t Always Better

Hierarchy is Good. Hierarchy is Essential. And Less Isn’t Always Better | DOORs to Leadership and Change | Scoop.it
I was raised to view hierarchy as a bad thing. My late father, an entrepreneur, often ranted about the idiocy he battled in the corporate and government bureaucracies that made life difficult for his
Eugene Fernandez's insight:

A timely article (book) given the current discussions about Zapos using the concept of Holacracy (diminishing or getting rid of managers and distributing power to the rest of the group).

This is not altogether new but refashioned or recloaked for this decade. Anyone remember Ricardo Semler and his work with SDWT at Semco.

 

Semler flattened the organisational hierarchy, and abolished rules and regulations, preferring to risk occasional abuses rather than perpetuate the patronising stance of before. 'When we introduced flexible hours, we decided to hold regular meetings to track problems and decide how to deal with abuses and production interruptions. That was years ago, and we haven’t yet held the first meeting'.

 

Semler did not appoint team managers. He believed that the right person for each role in the team would naturally emerge. Staff determine their own salaries and take part in profit-sharing. The organisation has an open book policy, whereby monthly figures are distributed to all staff. There are no secrets such as management salaries…

 

Ok I must confess I haven’t read the book Holacracy but only the articles circulating on-line and given I like the term I might be tempted to buy the book.

 

Bob's article is timely as with our journey with SDWT's we discovered along the way that hierarchy was necessary and useful and in many ways hardwired in us as a species.

 

We also discovered that it took time to get to a SDWT and that this was transitory as members of teams change for all sorts of circumstances. The biggest issue we discovered was when things got heated or circumstances turned dire, accountability slipped between the cracks.

 

Current discussions on Hierarchy place it in a dualistic frame. It is neither good nor bad but like most practices needs to be thought through as Bob's article highlights.

 

 

 

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