Innovation Leadership Network • June 21, 2012
Close the gap. Strategy and entrepreneurship expert Tim Kastelle examines why organizations often take so long to implement ideas that work. For instance, research has shown that people generally are less motivated by cash bonuses and awards than by the opportunity to do meaningful work. So why don't more companies flatten their hierarchies and empower their employees? Kastelle says because it requires too much effort: "[I]t's easier to be wrong, even though it's much less effective." Read on to find out ways we can use what we know.
Click on the links for the innovation diffusion problem and watch the referenced Daniel Pink video. Worth your time. The innovation diffusion problem reduces to the old saying "The early Christians get the best lions." (Michalko)
Knowledge@Wharton • June 20, 2012
Data check.A recent paper titled "False-Positive Psychology: Undisclosed Flexibility in Data Collection and Analysis Allows Presenting Anything as Significant" examines the shaky science behind many research study conclusions. The authors zero in on some researchers' tendency to manipulate ambiguous information to reach "justifiable conclusions that mesh with their desires." Read on for a critique of the current research system, which encourages scientists to squeeze inconclusive data results to fit their hypothesis.
I did not read the actual paper since it was summarized so well for a lay person in this article. Seemed to me to be not so much about lack of disclosure but the ways in which disclosure would address a variety of unconscious instincts and behaviors that lead to pernicious false-positive outcomes.
HBR Blog Net • June 21, 2012
Can you hear me now? Check out these suggestions for improving listening skills—it's never too late to learn to slow down, take notes, double-check your understanding, find workable solutions and win loyalty.
Spot on, particularly the admonition to understand the speaker's frame of reference. I remember a business school professor who had been a CEO saying "If you want to be a really good chief financial officer then you should think like the VP for marketing. Actually you should try to think like any of your peers rather than like a CFO." Right. (Michalko)
The Essential Psychopathology of Creativity
h+ Magazine • June 12, 2012
Fringe benefits. Behavioral therapist Andrea Kuszewski examines recent reports linking traits common in some psychological disorders such as ADHD, bipolar disorder and schizophrenia, to creativity. Creative geniuses tend to operate out on the edges, where normalcy often blurs with pathology. Kuszewski's description of the Beer Can Theory of Creativity suggests the ability to loosely control the varying instincts is the key.
Well, maybe. Although framing what are interesting insights around whether you would design for bipolar disorder in a baby in order to create an entrepreneur kind of creeped me. Best part of this article may be the discovery of the online mag and associated blogs from which it came, h+ magazine, whose editor is Rachel Haywire. Really. It's on my feed now. (Michalko)
Bloomberg Businessweek • June 14, 2012
Who knew? Those YouTube videos of cute kitties and toothsome toddlers are proving a lucrative revenue source, thanks to efforts by meme managers who serve as marketing middlemen for the clips. Memes are finding their way into everything from beverage ads to political campaigns—check out how amateur video is changing Madison Avenue and challenging copyright conventions.
I am impervious to most of these memes. They need to be brought to my attention by many people before awareness kicks in. In any event, it's another piece of popular culture that has blossomed big despite my willingness to withhold water. These folks have their own retro-named conference—ROFL. If you're curious the folks at The Atlantic produced a fun video that shows you most of the stuff mentioned in the article without having to go seek it. Meme Cliff notes. (Michalko)
Above the Fold Quiz
According to an item in this week's News and Views section, how can libraries begin to think about building and taking advantage of the distinctive impact they bring and the distinctive services they can create?
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