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Study: In business, women value ethics more than men CNN International (CNN) -- Women are less ready to compromise their ethics in pursuit of success at work, a recent study has suggested.
Keeping your message simple helps mobilize people in support of your goals. GREAT article from Stanford Social Innovation Review.
In our efforts to solve difficult social problems in particular, we rely too heavily on reason and numbers and econometrics, and not often enough on empathy.
Empathy," writes Paul Bloom in The New Yorker this week, "is parochial, narrow-minded, and innumerate. We're often at our best when we're smart enough not to rely on it." We'd be better off were we to supplant our flawed empathetic sensibilities with reason (that most flawless of human capacities).
His central argument is a utilitarian one: empathy is an often irrational emotional response that plays favorites, he says. It is thus a poor mechanism for solving real problems and making tough choices -- whether distributing international aid or making sacrifices today so that we don't warm our planet to oblivion tomorrow....
But to truly empathize is not easy. In this sense Bloom is right: we're more likely to do so with those who look and think like we do. So rather than dismiss empathy, why not commit ourselves to practicing it more deliberately and more often, and expanding our spheres of empathy to those who are not just different but who challenge some of our very own moral foundations?
by Michael Zakaras
Liked the original article, also like this. A very good discussion.
"Most leaders who take the test are surprised they 'don't have it all.'"
Very interesting... Can this be a sign of changing times? Fascinating read, thanks Christine!
From the article:
Before Yale can determine whether the test can help them enhance the admissions process, the results first have to prove that it can predict certain outcomes. For now, Yale's School of Management and School of Medicine are allowing applicants the option to take the test, then they will study the results in a few years to determine whether using the applicant's emotional intelligence quotient would have "led to different results, predicted problems, or predicted unusual achievement."Read more: http://www.businessinsider.com/yales-emotional-intelligence-assessment-2013-5#ixzz2TPyl7UtX
This is all about self-awareness. The degree to which people have this, or not, varies greatly. But the good news is that self-awareness can be developed. How? By gradually building understanding of self and why we do what we do, behave as we do, react the way we do and what causese these. In this way we can then begin to control and manage our emotions more effectively.
Does this turn Emotional Intelligence into a cognitive exercise.
For decades companies have faced the conundrum of how to ensure managers can implement what they have learnt at business school when they are back at work. So what's new in executive development?
Faster than a speeding stenographer. More powerful than aromas from the cafeteria microwave. Able to solve employee problems in a single day. Look over in that cubicle! It's a salesman! It's an administrator!
From the introduction
"There’s a paradox facing American society today. The demonstrable economic benefit of investing in higher education has never been greater. Research in the United States shows an enduring positive impact on earnings directly associated with the level of postsecondary learning a person attains. And research from around the world shows a link between college education and levels of individual and national well-being more broadly.
"Yet at the same time, as the survey discussed in this report will show, this potential does not appear to be fully realized in the lived experience of many recent graduates.The gap between higher education’s undeniable value and the concerns many recent graduates nonetheless report should become the impetus for change. In a sense, the “voice of the graduate” revealed in this survey amounts to a cry for help—an urgent call to deepen the relevance of higher education to employment and entrepreneurship so that the promise of higher education is fulfilled.
"By focusing on the voice of America’s young people, this report, by design, raises more questions than it answers. Our hope is that the underappreciated student perspective can serve as a fresh spur to a conversation that seems overdue.
"As every thoughtful observer recognizes, the improvements today’s graduates are calling for cannot be pursued by any education stakeholder working alone. Instead, as McKinsey’s work around the world on its “education to employment” initiative suggests, it is only when employers,education providers, public officials, families, and youth advocates work together that effective solutions can be forged."
Over half of employees in the voluntary sector felt engaged in their roles during the first quarter of the year, an increase on the previous three months despite...
Empathy research is thriving these days. Several new books enthusiastically champion an increase in empathy as a cure for humanity’s ills. This enthusiasm may be misplaced, however.
In 2008, Karina Encarnacion, an eight year-old girl from Missouri, wrote to President-elect Barack Obama with some advice about what kind of dog he should get for his daughters. She also suggested that he enforce recycling and ban unnecessary wars. Obama wrote to thank her, and offered some advice of his own: “If you don’t already know what it means, I want you to look up the word ‘empathy’ in the dictionary. I believe we don’t have enough empathy in our world today, and it is up to your generation to change that.
This wasn’t the first time Obama had spoken up for empathy.
Fantastic scoop David, thank you!
In a thoughtful new book on bullying, “Sticks and Stones” (Random House), Emily Bazelon writes,
“The scariest aspect of bullying is the utter lack of empathy”—a diagnosis that she applies not only to the bullies but also to those who do nothing to help the victims.
Few of those involved in bullying, she cautions, will turn into full-blown psychopaths. Rather, the empathy gap is situational: bullies have come to see their victims as worthless; they have chosen to shut down their empathetic responses. But most will outgrow—and perhaps regret—their terrible behavior.
“The key is to remember that almost everyone has the capacity for empathy and decency—and to tend that seed as best as we possibly can,” she maintains.
Empathy alone is not enough.
MemoTo: The College of CardinalsFrom: Kristin CobbleRe: Designing a Smarter ConclaveI’m not a cardinal or a Catholic. And I’m from California, so I don’t spend a lot of time at the Vatican. But as a professional designer and facilitator of conversations, I can tell from reports that your conclave this week will be an enormous missed opportunity.
Well worth a read!
Absolutely BRILLIANT. Witty, funny, and with substance :-)
Second of two parts Editor's Note: For Part 1, see 3 Key Predictions for the Human Resources Department of 2020. 4: HR will utilize analytics and Big Data to augment its value In-house HR …
Sylvia Morelli is a Postdoctoral Fellow at Stanford Social Neuroscience Lab at Stanford University. In her current research, she examines the neural and behavioral basis of empathy and perspective-taking, as well as the neural responses associated with feeling understood by others.
We held a wide ranging discussion about the nature of empathy, and herwork on researching it. In a recent study and paper, Sylvia explored the neural and behavioral consequences of feeling understood.
Sylvia says, when we are understood, or empathized with, the pleasure centers of the brain light up. In other words, feeling empathized with feels good. "Behavioral research has demonstrated that feeling understood by others enhances social closeness and intimacy, as well as subjective well-being. In contrast, feeling misunderstood can be harmful to social relationships, leading to loneliness and isolation. However, it is still unclear why and how felt understanding exerts such a powerful impact on both interpersonal and intrapersonal well-being"
How cultivating empathy can change your life.
"Behavioral research has demonstrated that feeling understood by others enhances social closeness and intimacy, as well as subjective well-being. In contrast, feeling misunderstood can be harmful to social relationships, leading to loneliness and isolation. However, it is still unclear why and how felt understanding exerts such a powerful impact on both interpersonal and intrapersonal well-being"
This style of working is a big step up in complexity in both leadership and in the way we work with colleagues. Multiple bosses, accountability without control, influence without authority and competing goals become the ‘norm’. Individuals working within this complex environment tend to respond in one of two ways: they become a matrix victim or a matrix manager.
Useul article about dealing with ever more complex organisational forms...
Organizational structure will have to change to meet the new reality of creativity as a core component of value and continuous innovation as the mechanism to sustain it.
If your organization draws value from optimizing repetitive work, you'll find that it will be increasingly difficult to extract that value.
HR and communication challenge s ahead... What do Millennials want? Flexibility and independence top the list, according to a new study, “Millennials and the Future of Work,” from oDesk.... Millennial workers want freedom and the flexibility to work how they want. Many Millennials have a “freelance” attitude. Almost nine in 10 (89 percent) say they prefer to work when and where they choose (compared to a corporate, 9-to-5 job). When comparing freelance work to “regular” jobs, Millennials say freelancing gives them more freedom to: - Work wherever they like (92 percent). - Work whenever they like (87 percent). - Work on more interesting projects (69 percent). - Travel while working (half say they’d prefer this to taking vacation time). You Might Have a Closet Freelancer on Your Staff Many Millennials are biding their time at regular jobs and freelancing on the side until the time is right to leave. Nearly three-fourths (71 percent) of those who work regular jobs want to quit to be entirely independent; 61 percent say they likely will quit within two years, and 17 percent say they definitely will....
Very interesting, the technology certainly exists to make this real. Organisational structures however, are slower to change. The move to flexibility I think is a good one, affording a better work life balance.
In redefining entrepreneurship what Milleniums truly expect is working from a Starbucks while typing a few lines of code and sipping coffee. When they realize it isn't that easy, that thousands like them are struggling to make ends meet, I bet you they'll think twice about that 9 to 5 steady job with a monthy pay check.
HR Magazine Most young people (84%) in traditional corporate jobs want to quit in favour of more flexible independent working, a study published today has found.
Future shock, according to Alvin Toffler in his seminal book of that name, is what happens to people when they experience too much change within too short a period of time.
Organisations are not adequately prepared for the cultural changes that will occur as executives from the baby boomer generation retire and are replaced by their generation x and y counterparts, a study has found.
The conversation around brand loyalty has been on a steady decline since the advent of social media. Ever since the term
A strong culture isn't something you wish into place, or even will into place. It's something you build. Here's how.
Good list...what would you add?
Tpotally agree with Don on item #5. I also like #3.
Create an environment of trust. Many organizations believe internal trust is nice to have but not a key factor for bottom line profitability. That simply isn’t true. Trust directly affects speed and cost. When trust diminishes, speed goes down and costs go up. These economic factors are usually disguised as other things, but when there isn’t trust between team members, or between the company and its customers, it is impossible to achieve real success. The myths are that trust is built solely on integrity, that you either have it or you don’t, that if lost it can’t be restored, and that it can’t be taught. The realities are that trust is a function of both character and competency, it can be both created and destroyed, it can be restored (in most cases), and be taught and developed into a measurable strategic advantage.
Studies show that around 80 percent of workers are not passionate about what they do. Here are 3 ways to start changing the status quo.
Nice interview between two people whi know what they are talking about.
We need different people running many organizations.
In general, we see companies encountering six main hurdles on their journey:
Employee participationMaking timeSecuring executive buy-inEngaging managersBudgetMeasuring success
Each one presents a unique challenge, but none are insurmountable.
Don't forget the warm up.
On your marks ...
We need a new leadership structure to emerge for this to happen.
By encouraging employees to both seek and provide help, rewarding givers, and screening out takers, companies can reap significant and lasting benefits. A McKinsey Quarterly article.
From this great article : "the strongest predictor of group effectiveness is the amount of help that is given to each other"
Many organizations are in pain. I am just back from the Front-End of Innovation conference in Copenhagen where I met several friends, ex-colleagues, relatives, business partners, and it seems that change and re-organization are the new normal in our organizations these days. It also seems to be a constant these days that organizations retract into the comfort zone of their core business and are tuning down their innovation initiatives. I have heard it from at least 4-5 large organizations this week. What remains is a lot of innovation rhetoric but no action on the floor other than political power games
Very good article. And good reading recommendations:
Do we trust the people we work with? If we do not, we are in a difficult place.
Four levels of employee engagement: Management and Business News
from article : "managers need to reposition their roles as catalysts, coaches or facilitators to their team members to avoid violating employee expectations that managers must be answer givers".
An older artcile but still very true today.