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Minority superhero, State Dept./Doug Thompson (Source: Wikimedia Commons)

How 'Power Recall' Is an Effective Technique When Easy

Idea posted: July 2017
  • Learning & Behaviour

Recalling a past experience of power does not always have the intended effect of making people feel more powerful. A new study indicates that the effort required to recall the power episode may be the reason this technique can fail. 

Idea #662
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Walter and Alice Greaves on the Embankment, Walter Greaves, c.1880-90 (Courtesy: Tate Britain)

High Social Class Helps Men Get Jobs, But Not Women

Idea posted: June 2017
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

A new quantitative study proves the advantage that employers give to candidates from a higher social class. For high-class women, however, this advantage is negated by employers’ perception that they are less committed to a career. 

Idea #658
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Abstract (Source: Wikimedia Commons)

Why Flat Information Structures Enable Creative Thinking

Idea posted: May 2017
  • Innovation & Entrepreneurship
  • Leadership & Change
  • Learning & Behaviour

Flat information structures — in which information is not separated out into categories — is more conducive to creativity because they encourage combining information from different categories.

 

 

Idea #654
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Reading Group Emotions Is Key to Transformational Leadership

Idea posted: May 2017
  • Leadership & Change
  • Learning & Behaviour

Transformational leaders can pick up on cues from a group that convey its emotions — a skill that is beyond the individual-based emotional intelligence.656

Idea #656
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Woman with Masks, Hermann Stenner, 1913 (Photo: Lempertz Auction House. Source: Wikimedia Commons)

Integrating Social Identities Spurs Creativity and Innovation

Idea posted: May 2017
  • Innovation & Entrepreneurship
  • Learning & Behaviour

Psychological bricolage enables people to combine knowledge from their different social identities to enhance their creativity and find innovative solutions.

 

 

Idea #657
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Water symboling emotion, street art in Jerusalem, 2013 (Source: Wikimedia Commons) 

How Emotional Intelligence Leads to Effective ‘Human’ Leaders

Idea posted: April 2017
  • Leadership & Change
  • Learning & Behaviour

Recognizing the limits of positional power, the best leaders master the four branches of emotional intelligence — perceiving, using, understanding and managing emotions — to inspire and engage their followers.

 

Idea #647
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"Then Out Spake Brave Horatius…" Horatius Cocles Leads the Romans in Battle against the Etruscans, Tommaso Minardi, early to mid 1800’s

Crisis Communication: Emphasize the Positive

Idea posted: March 2017
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

People are more open to messages that fit their motivational impulses, such as the tendency to avoid risk or the desire to achieve stretch goals. New research reveals that this rule of thumb does not apply to times of crises, when, no matter your usual motivational tendencies, positive goal-oriented messages prevail.

Idea #649
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Brave New Workplace

Three Generations of Young Professionals Reshape the Workplace

Idea posted: March 2017
  • Leadership & Change
  • Learning & Behaviour
Institutions: INSEAD

Three generations of young professionals and emerging workers — Gen X reaching the higher levels, Gen Y bringing their focus on purpose and cause, and Gen Z just breaking in — create both challenges and opportunities for the 21st century workplace.

Idea #646
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The National Economic Impact of Lack of Sleep

The National Economic Impact of Lack of Sleep

Idea posted: February 2017
  • Learning & Behaviour
Institutions: RAND Europe

The current epidemic of lack of sleep in today’s society is not only unhealthy and unproductive for the individual, but has a real economic impact at national levels.

 

Idea #643
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Corporate Psychopaths: A Menace to Your Organization

Corporate Psychopaths: A Menace to Your Organization

Idea posted: February 2017
  • Leadership & Change
  • Learning & Behaviour

Corporate psychopaths destroy morale, cause the best employees to flee and even commit whole-scale fraud, yet often use blatant lies and cheating to fool their bosses into believing they are valuable assets.

 

Idea #644
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Receptionists at DICE in Stockholm, 2008 (Source: Wikimedia Commons)

How Mindfulness Helps Service Employees Regulate Their Emotions

Idea posted: January 2017
  • Learning & Behaviour

In order to maintain their poise, interactive service employees often have to squelch their impulses when dealing with emotionally filled interactions. The stress created by the need to ‘surface act’ can be significantly mitigated through the practice of mindfulness.

Idea #642
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Media Multitasking: Unproductive but Gratifying

Media Multitasking: Unproductive but Gratifying

Idea posted: December 2016
  • Leadership & Change
  • Learning & Behaviour

Media multitasking hurts productivity, but it is also a self-reinforcing habit that makes people feel better: students find studying with the TV on more fun and emotionally satisfying, for example. These habitual and emotional gratifications explain why media multitasking is an ongoing problem making its way into the workplace.

Idea #638
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Agricultural calendar, Le Maître du Boccace de Genève, c.1448-1475 (Courtesy: Musée Condé)

Variety Leads to Happiness — If There’s Enough Time!

Idea posted: December 2016
  • Learning & Behaviour

Does variety in activities make us happy? New research shows that time makes the difference. Variety is welcomed over the course of a day or for longer periods, when we’re trying to stay stimulated; however, it’s unwelcomed within short periods such as an hour, when multiple activities feel unproductive.

Idea #636
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Festival goers, Burning Man, 2013 (Source: Wikimedia Commons)

Integrate Your Multiple Social Identities

Idea posted: November 2016
  • Leadership & Change
  • Learning & Behaviour

To avoid stress and anxiety, people who have multiple social identities (e.g. lawyer, father, environmentalist, southerner, etc.) must manage conflicting behaviour, norms and values that arise from their disparate identities.

Idea #631
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One-man band, 2013 (Source: Wikimedia Commons)

Multi-tasking: Those Who Do It Poorly Do It More!

Idea posted: November 2016
  • Learning & Behaviour

A new study reveals that the people who multi-task the most are the people who are less skilled at multi-tasking. The problem is that the reasons people multi-task (for example, they are easily bored and easily distracted) are the very reasons multi-tasking doesn’t work well (easily bored and distracted, they can’t stay focused on the two tasks they are trying to do simultaneously).

Idea #635
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Source: Unsplash

How The Right Mindset Turns Stress Into a Positive Force

Idea posted: October 2016
  • Leadership & Change
  • Learning & Behaviour

A stress-is-debilitating mindset is a self-fulfilling prophecy: stress reduces performance and adversely impacts health. However, individuals who have a different mindset and view stress as enhancing rather than debilitating find that stress increases their performance and even health.

Idea #627
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The Money Changer and His Wife, Marinus Claesz van Reymerswaele, 1539 (Courtesy: Prado Museum, Madrid)

Women Do Ask For Raises — But Don’t Get Them

Idea posted: October 2016
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour
  • Operations

A new study debunks two claims — that women are afraid to ask for raises and that this reticence is based on a fear of disrupting workplace relationships — which have been used to blame women, in part, for the gender disparity in pay. Women do ask for raises, but are more likely to be refused than men. 

Idea #628
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Recensio staff group portrait, Frank R. Snyder (Source: Wikimedia Commons) 

Learning Power: Learners Must Take Control

Idea posted: October 2016
  • Learning & Behaviour

A new model of learning power, based on 15 years of data, emphasizes the responsibility that individuals must take for their own learning. The new model unveils the complex relationships among the learning power dimensions, from mindful agency (self-determination and initiative) to openness to learning to relationship dimensions such as collaboration and belonging. 

Idea #634
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Water polo at the 2012 Summer Olympics (Source: Wikimedia Commons)

Innovation and the Pros and Cons of Close Personal Relationships

Idea posted: September 2016
  • Innovation & Entrepreneurship
  • Leadership & Change
  • Learning & Behaviour

Not all dimensions of social capital have a clear positive influence on organizational exploration activities. A new study shows that the acquisition of new knowledge, ideas and insight can be both helped and hindered when members of a team have close, trusting relationships.

Idea #621
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Vertical Leadership Development Explained

Idea posted: September 2016
  • Leadership & Change
  • Learning & Behaviour

Most leadership development is focused on adding new tools and competencies, what might be called ‘horizontal development.’ However, ‘vertical development’ — developing, updating or changing a leader’s mindset and mental models — is equally important. Vertical leadership development is contingent on three conditions: ‘heat experiences’, ‘colliding perspectives’, ‘elevated sensemaking’.

Idea #623
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Painting at protest against the passing of Proposition 8, West Hollywood, 2008 (Source: Wikimedia Commons)

Diversity and Inclusion: Key Success Factors for Today’s Companies

Idea posted: September 2016
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

Recognizing the competitive advantage of a diverse workforce in an increasingly diverse marketplace, companies are making an effort to include diversity and inclusion elements in their leadership development programs. 

Idea #625
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The Sleeping Shepherd, Aubry-Lecomte (1787-1858) after a painting by Raymond Monvoisin (Courtesy: Bibliothèque nationale de France)

Why Sleep Matters

Idea posted: September 2016
  • Learning & Behaviour

Sleep deprivation is impacting the professional performance, health, and social and emotional well-being of workers of all ages. Companies must take the issue of poor sleep seriously, rejecting cultures that encourage late night working hours and conveying to their employees the personal and organizational benefits of quality sleep.

Idea #622
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Grand Parade (mosaic) Fernand Léger, 1958, National Gallery of Victoria

Meritocracy at Work: Well-Intention Systems Can Cause the Reverse

Idea posted: August 2016
  • Leadership & Change
  • Learning & Behaviour

If managers believe, because of formal performance evaluation and compensation systems, that their organization is meritocratic, they are ironically more likely to engage in less meritocratic behaviour. Researcher Emilio J. Castilla of MIT’s Sloan School of management calls this “the paradox of meritocracy.”

Idea #620
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Beware of Egocentricity Causing Team Members to Overestimate their Value

Idea posted: August 2016
  • Leadership & Change
  • Learning & Behaviour

A new study confirms that individuals typically (but not intentionally) overestimate their contributions to team projects, especially if the teams are large. Managers trying to gauge the contribution of different team members — for reward or other purposes — should recognize when over-claiming is more likely, and use different strategies to remind individuals of the contributions of others.

Idea #615
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Tada' the Chinese poles, 2004 (Source: Wikimedia Commons)

Build Ambidextrous Teams to Combine Present and Future Objectives

Idea posted: July 2016
  • Strategy
  • Innovation & Entrepreneurship
  • Leadership & Change
  • Learning & Behaviour

Many companies separate short-term activities focused on the present (e.g. customer service, marketing) from long-term activities focused on the future (e.g. new product development). A new study, however, reveals the power of ‘ambidextrous’ teams, where cohesion overcomes the challenge of pursuing both present and future objectives.

Idea #613
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Ostriches in Qatar (Source: Wikimedia Commons)

Learning by Hiring: The Challenge of Teaching Entrenched Incumbents

Idea posted: July 2016
  • Innovation & Entrepreneurship
  • Learning & Behaviour

New scientists can bring new knowledge and expertise to a research team and improve the output and results of the team. However, companies need to beware of long-tenured incumbents who won’t take kindly to the arrival of these upstarts. Nor will they be welcomed into a non-collaborative environment.

Idea #614
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Traders on the New York Stock Exchange, 1963 (Source: Wikimedia Commons)

How Testosterone Leads to Overpricing on Wall Street

Idea posted: June 2016
  • Leadership & Change
  • Learning & Behaviour

New research shows that testosterone increases the over-confident and over-optimistic impulses of male traders, resulting in higher prices and more frequent bubbles. It also reveals, in general, that we are not always as rational as we believe.

Idea #608
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The seven dwarfs, Snow White, 1937, produced by Walt Disney Productions (Source: Wikimedia Commons)

Motivation Profiles: Pay and Reward Vs Fulfilling Work

Idea posted: June 2016
  • Strategy
  • Leadership & Change
  • Learning & Behaviour

Building on four types of motivation, a new survey helps identify different profiles of motivation for managers, offering a mix of extrinsic (e.g. salaries) or intrinsic (e.g. fulfilling work) rewards. The profiles reveal how the different motives of managers impact their job attitudes. 

Idea #609
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The Cheats, Valentin de Boulogne, c.1619 (Courtesy: National Gallery of Art, Washington DC)

Last Chance Cheating: A Gig Economy Challenge

Idea posted: May 2016
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

Because short-term or contract employees are hired for a specific period of time, they know when the end of their time with the employer is near. A new study shows that as they approach this final period, departing short-termers will often cheat the employer in some way. The reason: it’s their last chance to make a little gain at the employer’s expense. 

Idea #605
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St Thomas Aquinas, Benozzo Gozzoli, 1468 -1484 (Courtesy: Musée du Louvre, Paris)

We Trust People Who Believe in Absolute Moral Rules

Idea posted: May 2016
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour

Most people live by a set of moral rules that guides their decision-making. For example: killing is never justified. What happens, however, if the death of one person could save the lives of many? Should the rule be ignored in this case? Many people would say yes — the consequences change the situation. A new study, however, shows that in the workplace, these ‘consequentialists’ will be less trusted than those who live by immutable moral rules.

Idea #607
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