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Redesigned Thinking for Diverse Brains! by Ellen Weber 

Why does design thinking exclude diversity at work, when it could include more brainpower for innovative renewal? Design thinking, according to Dr. Roger Martin – Dean of Rotman School of Management – in a recent HSM online seminar,  calls upon two ways of thinking.

 

All Life is an Experiment by Tim Kastelle

Uncertainty is one thing that makes a lot of people uncomfortable. Unfortunately, in most business situations, uncertainty is a fact of life.

Graham Hill made an interesting response to my post yesterday about simplistic, complex and simple models. He said:

The real world is complex . Most businesses simplify the complexity to ‘manage’ it. Complex is too hard!

 

Social Wolf in Sheep’s Clothing, ready for the Social Business? By Riitta Raesmaa

I recently found my old thesis, and yes, some of its topics and content are (still) relevant, as this one: the evolution of organization and work structures. The very same topic Esko Kilpi is researching. The discussion in my old thesis and Esko’s blog posts inspire me to learn more about this topic.

 

“Have Some Sugar” and Six Other Ways to Be Good: Evidence from BPS Research by Bob Sutton

One of the my favorite blogs on the planet is BPS Research,  where folks from the British Psychological Society summarize the latest psychological research — and do so with delightful charm and accuracy.  I was just visiting (it is a great place to look around) and, as part of just one post, they offer “7 Ways to Be Good.”

 

Find the revolution in constraints by Jorge Barba

Before I fell in love with technology my intent was to become an architect. Because of this I have an acute sensitivity with architects, so when I heard about the ideas of Bjarke Ingels a few years ago I was blown away.

 

Managing the Hype Cycle by Greg Sattel

Should you believe the hype?

Hype, much like the proverbial soldier’s girlfriend, doesn’t exactly lie, but doesn’t tell the whole truth either.  We’re told our whole world will change, lots of journalists and investment bankers drive expectations further and then we are inevitably disappointed.  Only later, we find that, after all, there really was something to it all along.

 

Dan Ariely on irrationality in the workplace McKinsey Quarterly  Via  @ralph_ohr

The behavioral economist explains why executives need to recognize—and embrace—the irrational forces that affect themselves and their employees.

 

The unbearable lightness of design thinking by Guido Stompff

My latest blog: the unbearable lightness of designthinking. It considers 4 contesting paradigms / woldviews on innovation, based on a famous model of Daft and Weick (1984). These paradigms can be explained alongside two axes:

 

Brain Surgery, Corporate Culture & Leadership Consistency by Alicia Arenas

The anticipation, wondering if it was benign or cancerous (it was benign), praying that the neurosurgeon would not suddenly get the shakes, being in a hospital away from home and having no family nearby all added up to make this one of the most stressful experiences I’ve gone through in a long time.

 

I hope you enjoyed!