When a person's fundamental worldview is perceived to be threatened, they tend to totally discredit the facts in front of them in favour of their belief. This power of belief over evidence is the result of two factors: cognitive dissonance and the backfire effect.
6 strategies identified:
1. keep emotions out of the exchange, 2. discuss, don't attack (no ad hominem and no ad Hitlerum), 3. listen carefully and try to articulate the other position accurately, 4. show respect, 5. acknowledge that you understand why someone might hold that opinion, and 6. try to show how changing facts does not necessarily mean changing worldviews.
– it’s time to rethink how we structure organisational learning Introduction This paper sets out to shine a light on a paradox that has gone largely unnoticed in the leadership and executive development world – we work in multi layered, … Read more
Research on naps, meditation, nature walks and the habits of exceptional artists and athletes reveals how mental breaks increase productivity, replenish attention, solidify memories and encourage creativity
I believe that a big part of the problem lies in the way we think about culture. In most of the organisations I work with, culture is still seen as something that can be accurately diagnosed and designed. There is a belief that the leadership team, or a group of expert consultants can design and implement an objectively ideal culture. The issue with this is that culture is an emergent property of a complex system. It emerges and evolves over time from a myriad of interactions between people, their environment and the structural aspects of the organisation e.g. processes, policies etc. It finds expression (and is shaped by) the ongoing conversation, the stories and observations shared in casual conversation, the symbols displayed and the rituals engaged in, sometimes subconsciously. It often cannot be fully articulated, but it known by everyone who is a part of the system.
Because the culture is ever emerging and evolving, any attempt to accurately “diagnose” it is flawed. Any culture audit result is only ever a partial point in time description, and the very act of diagnosing changes the system. The way we go about the diagnosis is also problematic. From a complex systems perspective, typical culture audit instruments has several short comings:
I’m going to start this post with a personal admission: I’m so angry at what’s just happened in the UK. The loss of Britain’s membership to the EU, the potential damage to t…
Eugene Fernandez's insight:
Good points about the scripts and agendas that constitute what we perceive as free choice. If you don't spend time having real dialogue over what future you prefer to have then be prepared for one to be imposed on you - The sad part or perhaps comforting part is that you will be unconscious of the influences at play. Most thinking due to time, stress etc operates at the shallows - what's missing is deep thinking and learning about the way we think.
New ideas about artificial intelligence and cognitive computing systems in education have been advanced this year by major computing and educational businesses, including Pearson and IBM. Pearson’s promotion of AI reflects its growing interests in data analytics and other digital methods while IBM is seeking to extend its existing R&D on cognitive computing into the education sector. AI has been the subject of serious debate recently. High profile figures including Stephen Hawking, Bill Gates and Elon Musk have voiced concern about the threats it poses, while awareness about cognitive computing has been fueled by widespread media
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