Education Bias (Pt 5): Understanding vs. Appreciation
Posted on29 Apr 2013
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Someone once asked, “Mike, do you think people understand you?” “No,” I answered. “Does that bother you?” “No.” “Why not?” “Well, it’s... Read More
Personality is our Politics
Posted on28 Feb 2013
TagsUniversity of Virginia, Peter Hatemi, Rose McDermott, Pennsylvania State University, Brown University, New York University, ideas, facts, Influence, innate, leadership, people, Personality, Real-time personality assessment, The Economist, University of Texas, John Jost
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People often believe that political views are a battle of ideas. In reality, they are more a battle of personality types. People... Read More
Anatomy of Events
Posted on07 Feb 2013
TagsAnatomy of an Event, Meteor Analogy, flow, time, crisis, employees, event, going with the flow, Influence, leadership, people, power, prevention, situation
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When we examine events, we tend to look at them too narrowly and statically. The advantage of the schematic in this post... Read More
Clausewitz’s Friction: Difference between Plans and Reality
Posted on15 Nov 2012
TagsOn War, friction, phone, Clausewitz, change management, business planning, decisions, employees, follow up, Influence, information, management, Management by objective, management by walking around, people, planning, uncertainty
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Carl von Clausewitz’s book, On War, greatly influenced my business ideas especially his short chapter on “Friction in War.” Essentially, there is... Read More
Leadership Lesson from Wobbly Furniture
Posted on15 Oct 2012
Tagspeople, Amanda Forest, consumer, content, David Kille, emotions, Influence, Joanne Wood, leadership, relationships, smells, social skills, storytelling, The Economist, University of Waterloo, Velten Mood Induction Procedure, women
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The relentless advance of technology and research methodologies is accelerating our understanding of ourselves and constricting the domain of free will (more).... Read More
Creative Innovation (Pt 6): People Mix
In previous posts of this series, I covered accepting disruptive personalities, allowing spontaneity and creating conditions for interactions. Underlying these are people.... Read More
Extremely Unified Groups: More Aggressive, More Destructive
Posted on20 Aug 2012
Tagsorganizational culture, creativity, compliance, business planning, aggressive, adaptability, Daisy Yuhas, product of our environment, USC Marshall School of Business, University of Southern California, team building, synchronicity, Stanford Prison Experiment, standardization, Scott Wiltermuth, Scientific American, planning, people, military, leadership, innovation, group, dissent, Disruptive Innovation & People Analogy
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Groups change people; a person in a group is very different alone. Subliminal influences encourage groups to accept those who adopt its... Read More
Body – Emotion Connection: People Are Very Different
Posted on30 Jul 2012
Tagslaser lamp analogy, conscious, cooperation, emotions, empathy, interoception, Jamil Zaki, Joshua Ian Davis, Kevin Ochsner, Carrie Arnold, Olga Pollatos, people, people's differences, Scientific American, sensitive people, situational awareness, subconscious, apologize, awareness, Beate Herbert, body
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People are different. However, we tremendously underestimate how different we are. We often think someone is purposely trying to upset or harm... Read More
Emotional Self Defense Regarding Decision Making For Sensitive People
Posted on28 May 2012
Tagsbuying & selling, buying habits, decisions, emotional self defense, Emotional Self Defense Series, people, sensitive people, sensitivity
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The role of emotions in decision making gets a bum rap. So, it’s important to have an emotional self defense regarding decision... Read More
Real-time Personality Assessment (Pt 2): Important Qualities
Posted on26 Sep 2011
Tagsword choice, Real-time personality assessment, Personality, people, decisions, conversation, behavior, assessments
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The downside of many personality tests is that you need to administer them. Yes, some will teach you how to assess without... Read More
