The Death Of Personality Tests At Work As We Know Them
Posted on04 Dec 2017
TagsPaul Ekman, Wall Street Journal, facial recognition software, Wired Magazine, The New Yorker, The Economist, objective personality tests, emotions, China
Comments0
Personality tests at work today mainly consist of surveys. They’re called self-report inventories. They’re popular because one can run many in a... Read More
Emotionally Intelligent Computers Will Help Us How?
Posted on05 Feb 2015
Tagsinternet, leadership, retailing, technology, The New Yorker, training, emotional triggers, big data, emotions, clickbait, Elizabeth Dwoskin, Evelyn Rusli, facial recognition software, Meghan Neal, Motherboard, Raffi Khatchadourian, Wall Street Journal, computers, organizational culture, customers, emotional intelligence
Comments4
As we make computers more human, we learn more about us. This has already changed how we see our skills, talents and... Read More
Personality Tests Fairy Dust in Hiring
Posted on18 Dec 2014
TagsThe Economist, The New Yorker, hiring, OkCupid, Christian Rudder, placebo, objective personality tests, Performance
Comments14
When we set realistic goals for employees, we improve their performance. When we believe in them, it improves too. Personality tests convince... Read More
Best Way to Try New Behaviors (Pt 1)
Posted on03 Nov 2014
TagsAtul Gwande, trying new behaviors, Capgemini, Greger Wikstand, The New Yorker, expectations, change management
Comments6
My series Change Management Tactics based on the article, The Hot Spotters, by Atul Gawande (The New Yorker, January 24, 2011 edition),... Read More
Practicing Safe Science
Journalism has a persistent bias for the new and exciting. They sell in pop culture, and as it turns out, they sell... Read More
Better Forecaster of Future, Confidence or Prudence?
Who’s better at forecasting, the confident or prudent? So far, the prudent seem to be winning confidently. More decisively, those most confident... Read More
Leveraging Relationships, Manipulation or Influence?
The techniques in this series sometimes have people asking, “Mike, isn’t this manipulation?” My response is, “Yes, it is, but remember manipulation... Read More
Pricing, The Secret
Posted on19 Sep 2013
Tagsrestaurant, violins, lobster, supply and demand, Drazen Prelec, George Loewenstein, values, Tom Sawyer fence painting, The New Yorker, The Economist, taste, subjective, rationale, price, neoclassical economics, James Surowiecki, Influence, food, economics, Dan Ariely, anchoring
Comments2
The secret to pricing is its arbitrariness, subjectivity. What disrupts this is anchoring, a preconceived benchmark of what should be the price.... Read More
Change Management, The Secret
The secret to change management is relationships. In his article, Slow Ideas (New Yorker, July 29, 2013 edition), Atul Gawande describes change... Read More
Leadership as a Dependent of Conditions
Posted on23 May 2013
TagsBoris Groysberg, certainty, conditionality, control, Harvard Business Review, James Surowiecki, leadership, security, success, Talent, The New Yorker, training, Ron Johnson, J.C. Penney, Target Corporation, fundamental attribution error, Claudio Fernández-Aráoz, Nitin Nohria, Warren Buffett
Comments0
If we awoke one day with amnesia with life totally scrambled, would we have the same leaders? In his article, “The Turnaround... Read More
Solving the Nonproductiveness of Telecommuting Workforces
The article “Face Time” (The New Yorker, March 18, 2013 edition) by James Surowiecki discusses telecommuting’s downsides by focusing on its interpersonal... Read More
Stories as Inhibitors of Change, Innovation
Posted on11 Mar 2013
Tagsadaptability, change, change management, dissent, facts, history, ideas, Influence, innovation, Northwestern University, opinions, question, rationale, storytelling, The New Yorker, thinking process, think outside the box, George Packer, Dan McAdams
Comments0
Stories galvanize people, helping them to learn, to coalesce around ideas. If we look at this galvanization as solidification, we can also... Read More
