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The engagement blog series keeps on rolling. Today Josh Allan Dykstra steps up to the conversation and explores one of Shawn’s favorite topics – work as a source of joy. Josh ties it to... Josh Allan Dykstra is a consultant/author/speaker and co-founder of Strengths Doctors, a consulting firm which helps leaders and entrepreneurs design energizing company culture. His eclectic background spans Fortune 500 companies like Apple, Starbucks, Genentech, Sony, and Viacom/CBS to startups, nonprofits, universities, and government agencies. He holds an MBA in Executive Leadership from the University of Nebraska-Lincoln, and his new book about the changing world of work, Igniting the Invisible Tribe: Designing An Organization That Doesn’t Suck, is available now. Connect with him online at http://joshallan.com.
What is it that makes us happy? We’re told that money that doesn’t buy it, or success, or even love. Can happiness be created, or must it be discovered? Does the path to a happy life require certain ingredients—self-discovery, confidence, a loving group of family and friends, spiritual guidance, the opportunity to fulfill one’s dreams—or can anyone be truly “happy?”
Via Bill Palladino - Krios, David Hain
Holmes takes an imaginative leap, not only into another human mind, but into the mind of an animal. This perspective-taking, being able to see the world from the point of view of another, is one of the central elements of empathy, and Holmes raises it to the status of an art. Usually, when we think of empathy, it evokes feelings of warmth and comfort, of being intrinsically an emotional phenomenon. But perhaps our very idea of empathy is flawed. The worth of empathy might lie as much in the ‘value of imagination’ that Holmes employs as it does in the mere feeling of vicarious emotion. Perhaps that cold rationalist Sherlock Holmes can help us reconsider our preconceptions about what empathy is and what it does.
Via Edwin Rutsch, David Hain
Con 5 millones de españoles buscando trabajo, el currículum vítae es una de las grandes armas que existen para conseguir empleo.
Via Carmen
La motivación laboral y la motivación en nuestra vida, la felicidad, cada vez se relacionan más. Detrás de cualquier decisión empresarial, detrás de cada comportamiento profesional hay deseos, aspiraciones, pasiones y conflictos humanos relacionados con nuestra felicidad, frustración y formas de funcionamiento cerebral. Hay principios de actuación, principios psicológicos básicos, que nos pueden ayudar a obtener más motivación, y por qué no, la felicidad de las personas, veamos alguno de ellos. [...]
Here are a few lessons Gaius Julius Caesar might have taught us were he alive today. He ultimately met a pretty brutal end, but until that point, the guy was so successful that his last name becam...
Via David Hain
Rescato y adapto para este post unas ideas de un escrito de hace años, que me parece que tienen plena actualidad. Se trata del informe National Report on Identificaction: Assessment and Recomendations for Comprehensive Identification of Gifted and Talented Youth presentado por Richert, Alvino y McDonnel en 1982 y que fue llevado a cabo bajo los auspicios del Departamento Federal de Educación (Richert, y cols., 1982; Richert, 1991). En este informe se realizaba un análisis de la situación de todos los estados (de EE.UU) respecto a la identificación y sus prácticas. Algunas de sus conclusiones y recomendaciones, resumidas también por Davis y Rimm (1994), las recojo a continuación. El proceso de identificación, según se desprende del citado informe y los trabajos a él referidos, debe estar guiado por cinco principios básicos:
Los intereses de todos los alumnos deben constituirse en guía de todo el proceso (advocacy). Los procedimientos deben basarse en las mejores evidencias y recomendaciones de la investigación (defensibility). Deben garantizar el máximo grado de equidad, es decir, que ningún alumno debe quedar al margen de la posibilidad de ser seleccionado para recibir ayudas específicas (p. e. minorías, desaventajados, etc.) (equity). La definición que se adopte debe ser lo más amplia posible (pluralism). Debe procurarse que el mayor número de alumnos sean identificados y atendidos (comprehensiveness)......
Speaking from personal experience, here are 10 tips that our team has put into play that have made a significant difference in improving our work-life balance.The number one thing we hear from all our of clients is that they don’t have enough staff or enough time to get all of the job done. Many leaders have described to us the level of stress they feel because they know they could do so much more if only they had more time or more people. What many leaders do to compensate is take their work home with them and literally work day and night. This isn’t healthy for the manager, the direct reports, or the organization......
Once you have made a decision about an applicant for some reason (such as the way they filled out the application blank or something you like or don’t like about their resume or appearance or the way they sounded …...
These are scary times for managers in big companies. Even before the Internet and globalization, their track record for dealing with major, disruptive change was not good. Out of hundreds of department stores, for example, only one—Dayton Hudson—became a leader in discount retailing. Not one of the minicomputer companies succeeded in the personal computer business. Medical and business schools are struggling—and failing—to change their curricula fast enough to train the types of doctors and managers their markets need. The list could go on.It’s not that managers in big companies can’t see disruptive changes coming. Usually they can. Nor do they lack resources to confront them. Most big companies have talented managers and specialists, strong product portfolios, first-rate technological know-how, and deep pockets. What managers lack is a habit of thinking about their organization’s capabilities as carefully as they think about individual people’s capabilities.
Feeling connected emotionally is intrinsically rewarding to the brain.
Via Kudos, David Hain
In a way, innovation is like sex: those talking about it most are probably doing it the least. Before founding IdeaFaktory, I've had the privilege (and collateral hair loss) of innovating at top Fortune 100 firms, where ‘talk’ was unavoidable.
time Click on the image to view it at full size.
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When Don Norman’s 2005 book, Emotional Design, [1] hit the shelves in early 2004, it sent a ripple through the user experience world. Norman introduced the idea that product design should address three different levels of cognitive and emotional processing: visceral, behavioral, and reflective. This idea seemed like old news to some and a revelation to others in the UX community. In either case, Norman’s ideas, based on years of cognitive research, provide an articulated structure for modeling user responses to product and brand and a rational context for many intuitions long held by professional designers. Norman’s three levels of cognitive processing are......
Most people are born creative. As children, we revel in imaginary play, ask outlandish questions, draw blobs and call them dinosaurs.
Via David Hain
Technology Innovation In Business #INFOGRAPHIC #sm #socialmedia #redessociales
En algunos países el desarrollo del talento es una relativa prioridad, para algunos organismos una absoluta prioridad. A nadie se le escapa a estas alturas que el capital humano es el recurso más valioso de cualquier país. Pero si es así, ¿cómo es que en algunos países nos lo tomamos a oficio de inventario?
Hay dos datos que retratan enseguida la situación y actitud de un sistema educativo y social respecto al desarrollo del talento de sus escolares o ciudadanos. Uno, ¿existen medidas de identificación proactivas, periódicas y sistemáticas establecidas para detectar el potencial o capacidades de los escolares?, dos, ¿hay planes o indicadores que permitan suponer que la escuela contempla y tiene en cuenta en su desarrollo curricular las diferencias de capacidad de sus escolares?
Si la respuesta a estas dos preguntas es que no, la ecuación está resuelta. Si se responde que sí a la primera y que no a la segunda, es decir que hay detección del potencial pero no medidas de atención diferenciada, la respuesta sería: ¿entonces para qué se identifica? Si la respuesta a la primera es que no, pero que sí se diferencia, la pregunta es, ¿basándose en qué se produce la diferenciación? En un sistema sensato que realmente se preocupa del óptimo desarrollo de sus ciudadanos -imperativo legal dicho sea de paso- no cabe más que responder que sí a las dos preguntas. Todo lo demás son pamplinas... o mejor dicho, todo lo demás es un eficaz modo de desperdiciar la capacidad de quien la tiene y, en un grado u otro, todos la tienen.
Nathaniel Houghton, Congo Leadership Initiative This week I’ve polled a variety of people with experience in crowdfunding to identify the secrets for success for social entrepreneurs. I’ve talked to people who’ve tried to raise money using crowdfunding...
If there was one question I’d like to hurl into deep space, “What’s in it for me?” would be it. The main reason is that the “What’s in it for me?” question breaks down our hope that we might accomplish something special together, and allbe better for it.When individuals prioritize their own needs and gains at the expense of others, our sense of relatedness decreases—and both intra-team competition and interpersonal suspicion increase.......
Why people listen when they speak.... This was one of the key questions that Tom Davenport, Larry Prusak, and I set out to answer a decade ago in our book, What's the Big Idea? Creating and Capitalizing on the Best New Management Thinking. Part of our initial response was to rank management gurus according to the measurable influence of their ideas; we were the first researchers to use scholarly methods to do so. We also analyzed the top 50 ranked HBR articles of all time (by reprint sales). The breadth of article topics was large and the sample of rhetorical styles diverse. Shifting from Drucker's erudition and measured tone to Hammer's revolutionary and provocatively violent declarations ("don't automate, obliterate") was a bit dizzying.....
n my teambuilding workshops, one of the exercises I often do is to ask the participants the following questions, What does good teamwork look like? and ”What do I need from my co-workers?; What do I need in terms of personal satisfaction?; and What do I need in reference to worthy work in order to make my job more positive, productive and joyful?”Although your team may have different answers, here is a compilation of what my attendees have said over the last 20 years of delivering workshops on building stronger customer and workplace relationships.......
An amazing picture by Dwayne Godwin and Jorge Cham from PhD Comics. Click for the full size image just published at the Scientific American site. Definitely worth seeing in its hi-res glory. ...
As a kid, my favorite cartoon was Popeye because he was an ordinary guy who had the courage to do extraordinary things. He drew upon a strong mind and inner strength.
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