New research shows that although we perceive character traits like trustworthiness based on a person’s facial expressions, our perceptions of abilities like strength are influenced by facial structure...
Eureka moments are rare. The backstory behind great ideas is often more complex and winding than having an apple fall on your head. But the best part is that creative ideas aren’t reserved for a special group of people; they can come to anyone if you change your mind-set.
"The fact is, almost all of the research in this field shows that anyone with normal intelligence is capable of doing some degree of creative work," Teresa Amabile, professor of business administration at Harvard Business School and author of The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work, told Fast Company in 2004. "Creativity depends on a number of things: experience, including knowledge and technical skills; talent; an ability to think in new ways; and the capacity to push through uncreative dry spells."
Whether they’re coming up with an innovative new product to launch, finding a solution to a universal problem, or picking a cool new place to grab lunch, people who consistently have great ideas have formed habits that help them think. Here are eight simple things those "creative geniuses" do that you can do, too:
Some people make giving look effortless. They’re the kind of people who bring donuts on Friday mornings and don’t think twice before helping overwhelmed colleagues, even if it means they end up working late (again). For these “givers,” taking one for the team comes too easily, and their needs often end up by the wayside. Meanwhile, others face more of a struggle when it comes to putting the group first. So how do the givers do it? What’s the difference?
Harold Jarche features Chee Chin Liew’s presentation on moving from hierarchies to teams at BASF. It shows how IT Services used their technology platforms to enhance networking, knowledge-sharing, and collaboration.
It features an approach to “building flows of information into pertinent, useful and just-in-time knowledge” so that... knowledge can flow in order to foster trust and credibility.
In complex environments, weak hierarchies and strong networks are the best organizing principle. ...It means giving up control.
Creating this two-way flow of dialogue, practice, expertise, and interest, can be the foundation of a wirearchy.
In complex environments, weak hierarchies and strong networks are the best organizing principle.
....many companies today have strong networks...coupled with strong central control. Becoming a wirearchy requires new organizational structures that incorporate communities, networks, and cooperative behaviours. It means giving up control. The job of those in leaderships roles is to help the network make better decisions.
Related tools & posts by Deb:
See the companion post about Holacracy, here.
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Beyond Resilience: Black Swans, Anti-Fragility and Change
Beyond Resilience: Givers, Takers, Matchers and Anti-Fragile Systems
Co-Creation in Theory U: Leading from the Future as it Emerges & the Road to Commitment
The story of leadership is often told through the lens of a single leader and a singular act -- Martin Luther King rallying crowds at the Lincoln Memorial; Eleanor Roosevelt leading the creation of the declaration on human rights; Henry Kissinger setting foot in Beijing.
Privacy is a serious consideration for anyone that uses digital products, services and social networks. LinkedIn recently made it possible for its users to download an archive of all the information it has about you. After all, it is our data: we should be able to get retrieve it easily. Below is a screengrab of all the information LinkedIn has emailed back to me when I placed my request.
Taking the time to contemplate your goals, record them, develop strategies to achieve them, and sort them by level of priority can alleviate the stress of not knowing how or when you’re going to get everything done.I
The National Center for Biotechnology Information has estimated that the human attention span dropped from 12 seconds in the year 2000 to just 8.25 seconds in the year 2015. Speaking from personal experience, I’m sure there are plenty of things that have held my attention for far longer than that.
But absent anything else that really interests me at any given moment, 8.25 seconds actually sounds about right. Assuming this is what we have to work with, it's unlikely that anyone is going to pay more attention to us simply because we ask them to. Instead, we’ll probably need to give them something more compelling to pay attention to.
One way to capture people’s attention is to engage them in the fine art of storytelling.
There are people who are very good at getting other people to do what they want, especially at work. So how do they do it?
You may be surprised to know that you probably already have the qualities you need to be persuasive. It doesn't mean you have to be manipulative or a suck-up. Genuine persuasiveness is an important part of being successful.
Here are 12 secrets of the most successfully persuasive people. Do you recognize any of these qualities within yourself? What areas do you need to cultivate?
"Human beings are works in progress that mistakenly think they're finished." Dan Gilbert shares recent research on a phenomenon he calls the "end of history illusion," where we somehow imagine that the person we are right now is the person we'll be for the rest of time. Hint: that's not the case.
Do you ever feel that people have the wrong impression of you at work? Maybe you’ve been pegged as arrogant after you advocated for your project or as a pushover after a negotiation gone awry. How can you change others’ perceptions of you? Should you directly address the reputation you want to shake? Or should you focus your energy on changing your ways?
For a while now, young jobseekers have been encouraged to find their passion and follow it. Lately, though, it seems as though that advice is falling by the wayside. And for good reason. It isn't that being passionate about what you do doesn't matter—far from it. It's that when the notion is offered up as career advice, it can reek of elitism and ignore the, well, work aspect of work.
Still, many people do nurture a deep desire for a career that fulfills them in some way.
But when it comes down to actually going after a more fulfilling career path, there are better questions to ask than, "What's my passion?" You need to think more concretely about your motivations, needs, skills, and what you're willing to do—or give up—in order to find that great opportunity.
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