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
Tagsinnate, Brown University, Pennsylvania State University, Rose McDermott, Peter Hatemi, University of Virginia, New York University, John Jost, University of Texas, The Economist, Real-time personality assessment, Personality, people, leadership, Influence, ideas, facts
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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
Tagscrisis, flow, Meteor Analogy, Anatomy of an Event, time, situation, prevention, power, people, leadership, Influence, going with the flow, event, employees
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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
Tagsbusiness planning, change management, decisions, employees, follow up, Influence, information, management, Management by objective, management by walking around, people, planning, uncertainty, Clausewitz, On War, friction, phone
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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
TagsAmanda Forest, consumer, content, David Kille, emotions, Influence, Joanne Wood, leadership, people, 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
Tagsplanning, USC Marshall School of Business, University of Southern California, team building, synchronicity, Stanford Prison Experiment, standardization, Scott Wiltermuth, Scientific American, product of our environment, people, military, leadership, innovation, group, dissent, Disruptive Innovation & People Analogy, Daisy Yuhas, organizational culture, creativity, compliance, business planning, aggressive, adaptability
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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
Tagsconscious, laser lamp analogy, Kevin Ochsner, Joshua Ian Davis, Jamil Zaki, interoception, empathy, emotions, cooperation, Olga Pollatos, Carrie Arnold, body, Beate Herbert, awareness, apologize, people, people's differences, Scientific American, sensitive people, situational awareness, subconscious
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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
Tagsassessments, behavior, conversation, decisions, people, Personality, Real-time personality assessment, word choice
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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
