Positive psychologists have shown that some people tend to frame the world optimistically, others pessimistically. Optimists often have an edge: in our survey, three-quarters of the respondents who were particularly good at positive framing thought they had the right skills to lead change, while only 15 percent of those who weren’t thought so. Continue reading
Organisation
Real Change Leaders
Put performance reviews aside and use common sense to answer three simple questions about the individuals you put in charge of decision nodes:
Does this person have the attitude, the necessary social skills, and the right expertise?
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He bet on himself—and won
Whether evoking wagons or ships, George (Lucas) thought in terms of a long view; he believed in the future and his ability to shape it. Continue reading
Hundreds of positive emotions that have no direct English translation
Lomas published 216 of these so-called “untranslatable” words in the Journal of Positive Psychology last week aiming to both “help expand the emotional vocabulary of English speakers” and “provide a window onto cultural differences in constructions of well-being”; the words are also neatly laid out on his website by theme.
Here are some of the loveliest, alongside translations by Lomas into their nearest-possible English definition: Continue reading
I really don’t like to be wrong. How about you?
Are you someone who wants — even needs — to be right most of the time? All of the time? Do you like to have the last word in a disagreement? Do you get frustrated when others don’t agree with your opinions? I do, much more often than I’d like. And it never feels good.
No Ordinary Disruption
Between 1980 and 2010, 1.1 billion adults entered the twenty- to sixty-four-year-old age bracket and joined the world’s labor force. But due to a host of demographic factors, global labor force growth will fall by nearly one-third by 2030. Continue reading
First, Let’s Fire All the Managers
Management is the least efficient activity in your organization.
Think of the countless hours that team leaders, department heads, and vice presidents devote to supervising the work of others. Most managers are hardworking; the problem doesn’t lie with them. The inefficiency stems from a top-heavy management model that is both cumbersome and costly.
Take a deep breath….
People are creatures of habit. That’s why they react to change in such a negative way. They’re used to using something in a certain way and any change upsets the natural order of things.
Three Armies
This proverb comes from centuries of experience with the traumatic changes that accompany conquest, and it deserves at least a footnote in any organizational plan for strategic change. Continue reading
Apple Employment Letter
ONE TUSK 