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The Rise of the New Groupthink

The Rise of the New Groupthink

McLuhan Meets the Net By Larry Press Communications of the ACM, Vol 38, No 7, July, 1995, pp 15-20 In 1964, Marshall McLuhan published Understanding Media, a classic discussion of media and their effects on society and the individual. Understanding Media helped transform the 52-year old McLuhan from a somewhat obscure English professor at the University of Toronto, to an academic and media star, and industrial consultant. McLuhan understood that computers were a communication medium, but did not discuss them in Understanding Media or subsequently, although he lived until 1980 (footnote 1). What would McLuhan have thought of the Net? Media -- Extensions of Man (subtitle) McLuhan defines media in the subtitle of the book -- "The Extensions of Man." The medium is the message. (7) This is the title of Chapter 1. McLuhan would not have written about the content on the Net -- controversial issues like dirty pictures or businessmen "spamming" us with unwanted advertising. Media shape both society and individuals. 1.

“My Bad!” How Internal Attribution and Ambiguity of Responsibility Affect Learning from Failure Executive Summary — As scholars and practitioners have observed, failure clearly presents a valuable opportunity for learning in organizations. All too often, however, the opportunity is lost. Indeed, prior studies on the topic suggest that, perhaps ironically, such learning often fails to occur. In this paper the authors begin to uncover when and why individuals are more likely to learn from failed experiences. Specifically, they present evidence from three studies that support a conceptual model of learning from failure as operating through individuals' internal attributions of failure, driven in part by low ambiguity of responsibility, that lead to increased learning effort and subsequent improvement. The paper thus makes theoretical advances and carries implications for managers. This paper offers a more nuanced view of learning that provides an integrated conceptual model for understanding individual learning from failure.

McLuhan Galaxy How to Help Someone Develop Emotional Intelligence If you are one of the unlucky people who must deal with a clueless colleague or a brutish boss, you’re not alone. Sadly, far too many people at work lack basic emotional intelligence. They simply don’t seem to have the self-awareness and the social skills that are necessary to work in our complicated multicultural and fast-moving companies. These people make life hell for the rest of us. What can you do to turn these folks around and make work a healthier, happier, more productive place to be? Whose job is it, anyway, to fix these people? If one of these socially awkward or downright nasty people works directly for you, it is indeed your job to do something. Here’s the problem: EI is difficult to develop because it is linked to psychological development and neurological pathways created over an entire lifetime. Most of us assume that people will change their behavior when told to do so by a person with authority (you, the manager). First, find the dream. Learning goals are big.

16 Tips for Being Productive When Working from Home I work from home. My friends think I am the luckiest. I have all the time in the world. I wish all of that was true. Despite the benefits of working from home, it is no less challenging than an office job. Scheduling 1. 2. 3. 4. Handling Distractions 5. 6. 7. 8. Monitoring 9. 10. 11. 12. 13. Health, Fun & Life 14. 15. 16. Popular search terms for this article: being productive at work, tips for being productive, how to be productive at home, productive while working home, being productive at home, tips on being productive, working from home tips productivity, productive being, working from home routine, tips for being productive at work

Employee Motivation: A Powerful New Model Getting people to do their best work, even in trying circumstances, is one of managers’ most enduring and slippery challenges. Indeed, deciphering what motivates us as human beings is a centuries-old puzzle. Some of history’s most influential thinkers about human behavior—among them Aristotle, Adam Smith, Sigmund Freud, and Abraham Maslow—have struggled to understand its nuances and have taught us a tremendous amount about why people do the things they do. Such luminaries, however, didn’t have the advantage of knowledge gleaned from modern brain science. Their theories were based on careful and educated investigation, to be sure, but also exclusively on direct observation. Fortunately, new cross-disciplinary research in fields like neuroscience, biology, and evolutionary psychology has allowed us to peek under the hood, so to speak—to learn more about the human brain. Managers attempting to boost motivation should take note. The Four Drives That Underlie Motivation 1. 2. 3. 4. Culture.

Humans, Version 3.0 Credit: Flickr user Suvcon Where are we humans going, as a species? If science fiction is any guide, we will genetically evolve like in X-Men, become genetically engineered as in Gattaca, or become cybernetically enhanced like General Grievous in Star Wars. All of these may well be part of the story of our future, but I’m not holding my breath. Genetic engineering could engender marked changes in us, but it requires a scientific bridge between genotypes—an organism’s genetic blueprints—and phenotypes, which are the organisms themselves and their suite of abilities. And machine-enhancement is part of our world even today, manifesting in the smartphones and desktop computers most of us rely on each day. Simply put, none of these scenarios are plausible for the immediate future. There is, however, another avenue for human evolution, one mostly unappreciated in both science and fiction. Neuronal recycling exploits this wellspring of potent powers. But how do I know this is feasible?

Zappos says goodbye to bosses (Elizabeth Tenety/The Washington Post) Online retailer Zappos has long been known to do things its own way. The customer-service obsessed company calls its executives “monkeys,” has staffers ring cowbells to greet guests, and offers new employees cash to quit as a way to test their loyalty. The Las Vegas-based retailer is now going even more radical, introducing a new approach to organizing the company. The unusual approach is called a "holacracy." According to Zappos executives, the move is an effort to keep the 1,500-person company from becoming too rigid, too unwieldy and too bureaucratic as it grows. "As we scaled, we noticed that the bureaucracy we were all used to was getting in the way of adaptability," says Zappos's John Bunch, who is helping lead the transition to the new structure. At its core, a holacracy aims to organize a company around the work that needs to be done instead of around the people who do it. In addition, there are no managers in the classically defined sense.

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