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Series

This page contains posts which form series. They are more specific and chronological than categories by taking a single theme and develop it. Series are the reverse of Collections which group related posts under a single theme. It’s easy to view series as sequels to a good story. I either received many visits to a post or commenters stimulated my thoughts that encouraged me to revisit the post’s topic and develop it. My first series was “Leadership vs. Management.” It came about because the first post received many hits (it still does). I also use series to describe steps in a process. The series, “Change Management,” is an example.

10 Morale Builders That Don't Cost A Cent

Apocalyptic Decision Making

Beauty as Power

This series developed from the responses to my initial post and from my email correspondence with Ali Handscomb regarding leadership and love. Our discussion involved beauty, and Ali had some insightful questions that helped to guide me on a direction for the series.

Change Management Strategy

Change Management Tactics

This series came about after reading The Hot Spotters, by Atul Gawande in the January 24, 2011 issue of The New Yorker. Even though it spoke primarily to minimizing medical costs, it had much relevancy to my experiences in effecting change. It mentioned five change tactics which I expanded into including more as different posts.

Change Management Tools

Cooperation vs. Self-interest

Creative Innovation

Education Bias

Emotional Intelligence vs. Intuition

Emotional Self-defense for Sensitive People

This series evolved from my work experiences; however, its significance as a collection of techniques did not hit me until a recent opportunity. They had such a profound effect on this person that the results inspired me to codify the approach and techniques.

Feelings, Emotions, Intuition - Difference

Inspirational

Intelligence vs Wisdom

Introverts and Extroverts

Leadership - The Secret

Leadership vs. Management: The Difference

This series began when I read on the Harvard Business Review site the posting “True Leaders Are Also Managers” by Robert I. Sutton, Professor of Management Science and Engineering at Stanford’s Graduate School of Business. It blossomed from the initial post because I received questions and a high number of visitations. I take an intuitive perspective incorporating change, emotions and informal power.

Leveraging Group Interactions

Tapping the relational opportunities inherent in every group interaction we manage to mold relationships and business cultures

Leveraging Relationships in Communications

Over Thinking Decisions

Patience's Merits

Placebo Management

Practicing Safe Science

Understanding the real application of science, especially its relational aspects, so we can become better consumers of science.

Pricing, The Secret

Psychopaths in Workplace

Real-time Personality Assessment

Relationship Building Techniques

Strategic Complimenting

Sun Tzu Top 7

Thank You

Three Key Emotional Triggers

Vanilla Words-Vanilla Thinking

The words we use tell much about us. Vanilla words are common words used to facilitate understanding and minimize confrontation in much the way vanilla ice cream and chicken are often served to minimize the offending of palates. As a result, while we avoid offense, we don't create anything memorable and leave the impression that we are neither noteworthy or creative.

Why Problems Occur