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Illustration from Europa's fairy book, published by G. P. Putnam's & Sons, 1916 (Source: Wikimedia Commons)

How Best-Self Activation Launches Sustained Performance Improvement

Idea posted: November 2015
  • Leadership & Change
  • Learning & Behaviour

New research confirms that best-self activation — activating a mental representation of your best self — leads to short- and long-term improvement in performance. The research specifically highlights the positive emotional, physiological (e.g. resilience to stress), and cognitive impact of best-self activation.

Idea #565
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George Washington and the cherry tree. A lithograph by John C. McRae, 1867, after a painting by G. G. White

How to Limit Ambiguity of Responsibility and Learn from Failure

Idea posted: June 2014
  • Leadership & Change
  • Learning & Behaviour

Failed experiences are not always a bad thing; they can be sources of learning, and improved performance. However, individuals do not always learn from failure. Whether they attribute that failure internally or externally has a role to play in their learning, and an additional factor is how ambiguous their responsibility for that task was. This Idea explores these factors and more.

Idea #396
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A copy of Auguste Rodin's The Thinker on the Columbia University campus (Source: Wikimedia Commons)

How Reflection Aids Performance: The Thinker as Learner

Idea posted: June 2014
  • Leadership & Change
  • Learning & Behaviour

What is ‘learning-by-thinking’ and how can it improve individual performance in your organization? This Idea explains why it is important to incorporate time for reflection in the learning process, and how it differs from learning by experience alone, without reflection. 

Idea #390
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Signing the contract

Narcissistic CEOs – A Signature for Poor Performance

Idea posted: January 2013
  • CSR & Governance
  • Finance
  • Leadership & Change
  • Learning & Behaviour

Have you ever worked for a bit of a self-obsessed boss? You weren’t imagining it; corporate narcissism is an actual and not unusual phenomenon. It can even eventually diminish firm performance and is therefore something to look out for. Now, research suggests that the size of a CEO’s signature may give a clue as to how big their ego is. 

Idea #080
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