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Wednesday, 15 November 2017

WHAT THE DALAI LAMA TAUGHT DANIEL GOLEMAN ABOUT EMOTIONAL INTELLIGENCE


Two decades before Daniel Goleman first wrote about emotional intelligence in the pages of HBR, he met his holiness the 14th Dalai Lama at Amherst College, who mentioned to the young science journalist for the New York Times that he was interested in meeting with scientists. Thus began a long, rich friendship as Goleman became involved over the years in arranging a series of what he calls “extended dialogues” between the Buddhist spiritual leader and researchers in fields ranging from ecology to neuroscience. Over the next 30 years, as Goleman has pursued his own work as a psychologist and business thinker, he has come to see the Dalai Lama as a highly uncommon leader. And so he was understandably delighted when, on the occasion of his friend’s 80th birthday, he was asked to write a book describing the Dalai Lama’s compassionate approach to addressing the world’s most intractable problems. Force for Good, which draws both on Goleman’s background in cognitive science and his long relationship with the Dalai Lama, is both an exploration of the science and the power of compassion and a call to action.  Curious about the book and about how the Dalai Lama’s views on compassion informed Goleman’s thinking on emotional intelligence, I caught up with Goleman over the phone. What follows are edited excerpts from our conversation...

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Tuesday, 7 November 2017

WHY REMOTE WORK THRIVES IN SOME COMPANIES AND FAILS IN OTHERS


Since people began telecommuting decades ago, companies have been excited about the prospects to increase productivity, reduce costs, and gain access to a much larger talent pool.

But has remote work lived up to the hype? In some organizations, yes. Automattic (the creator of WordPress) and the U.S. government are two good — and very different — examples.

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Tuesday, 31 October 2017

BRING IN OUTSIDE EXPERTS TO MENTOR YOUR TEAM


Organisations depend increasingly on independent, temporary workers, even for mission-critical work. We call this subset of freelancers who do strategic work in companies or nonprofit organisations agile talent. They contribute technical expertise that an organisation does not already have a critical project or initiative. By providing temporary support, they make it possible for organisations to resource their critical activities more cost efficiently.

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3 WAYS TO UNLEASH YOUR CREATIVITY


The Formula 1 season will begin later this month, pitting the most talented drivers in the most finely honed machines against one another.
The image of a car designer sitting at a computer, working on a complex 3D visualization, is consistent with our perception of a ‘creative person’, but you may not immediately think about the act of driving a Formula 1 car as a creative process.
In fact, drivers are continuously finding inspired ways to take full advantage of every opportunity provided by their car, the conditions and their competitors. The world of Formula 1 represents a fascinating laboratory for exploring human creativity through drivers and their teams.

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SEVEN STEPS TOWARD BETTER CRITICAL THINKING


It's been said that the problems you encounter in life stem not so much from what you don't know, but from what you know for sure that isn't so. Who said it? We don't know, although many people are certain that it was Mark Twain. More on that later. For now, why would it be less hazardous—to your health, to productivity, to happiness—to not know a whole bunch of things than to believe things that aren't true? Because if you're sure that you know something, you act on it with the strength of conviction and resolve.

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