Did you know that the Great Wall of China is the only man-made object visible from space? You did? It’s not true. It’s what´s known as an urban myth. These are so stories that are so popular that they have become ingrained in our culture, and become retold throughout the world. In Made to Stick, Chip and Dan Heath explain why some of these stories ‘stick.’
Category Archives: Psychology
BOOK REVIEW: “Made to Stick: Why Some Ideas Survive and Others Die” by Chip Heath & Dan Heath (2010)
A guest blog by Patrick Mazzariol and Tricia Underwood.
The most important asset to an organization is the people making employee retention a critical element of the organization. An employee’s reason for leaving their company may not be what you suspect: more money, a better title or a new career opportunity. In fact, when one million people were polled by Gallop in 2008, 82 percent responded, stating that, “I left my manager not the company.” The same poll found that there is a high correlation between employee satisfaction and performance, and an even higher correlation between leadership practices and employee satisfaction. A manager’s leadership skills have greater influence on employee fulfillment at work that most companies are willing to recognize. Companies must take an active role to build key leadership qualities and environments, less face the revolving door of employee turnover and a weaker organization. Continue reading
At the 2013 Peter Drucker Forum, the British philosopher, Charles Handy began by pointing out that one person who was completely unconcerned by complexity in the world was Peter Drucker himself. He never touched the internet and did not like to use technology in general. For the rest of us, we need to be able to deal with this.
At the 2013 Peter Drucker Forum, Helga Nowotny looked at the embarrassment of complexity and in particular its positive sides. She argued that complexity can expand human capabilities by the clever use of technology linked to novel organizational forms. It humbles us in view of what can and cannot be predicted.
“It is,” she said, “deciding whether to buy that beautiful little dress she had found while shopping in California, knowing full well that the shoes you need to go with it were in one of your homes in the Caribbean or Europe.”
Pity the rich and famous!
We have more choices today than we have ever had in history and yet making countless decisions each day may be a burden rather than a pleasure. In this excellent book, which brings in scientific research and personal examples, Dr. Sheena Iyengar, Professor at Columbia University, describes just why some of these choices are so difficult.
Philip Delves Broughton made quite a name for himself by writing a book, which was highly critical of Harvard Business School and the MBA system in general. During his time at HBS, he was surprised that sales was not part of the curriculum. He expected it to be very present in MBA programs and yet found that, in general, they looked down upon such mercantile procedures.
AACSB Annual Meeting (ICAM 2013): Lead by Choice: Lessons for the B-School (Sheena Iyengar, Columbia Business School)
“I am always looking for cool pictures.” said Sheena Iyengar at the end of her excellent presentation on how to “Lead by Choice”. The quote was all the more remarkable in that the director of the Global Leadership Matrix (GLeaM) at Columbia Business School is totally blind. The objective of the talk was to highlight “what effective leaders need to know about choice” and how you can choose your way to success. Indeed, there is so much information available that it has become imperative today to know how to choose.
BOOK REVIEW: “Situated Learning: Legitimate Peripheral Participation” by Jean Lave & Etienne Wenger (1991)
In the past decade, there’s been a great deal of talk about how the education industry is going to be revolutionized, and that we can do away with classrooms and universities altogether. There is nothing new about this. However, the revolution that has been predicted some many times has never really come. People learn efficiently because they are together, because they can have a discussion about their ideas, because they are with a professor who can adapt to their learning style. This book gives some background ideas to this debate and to why the bricks and mortar university is not quite dead yet.