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For example, strengthen your brain by engaging in mental challenges and memory games. Practice the skills you want to cultivate, and expose the brain to new ideas, experiences, and people.":1,"#Scientists have long debated whether differences in the brain are the result of genetics (nature) or environment (nurture). Although differences between men’s and women’s brains have been observed, both nature and nurture determine how we develop. Our early environments are particularly important in determining what behavioral traits we form.":1,"#Our Brain":1,"#In <strong ljsid-1=\"\">Why We Do What We Do</strong>, Dr. Helena Boschi explains in layman’s terms how the brain functions to regulate everything from emotion to the ability to learn, remember, create, and pay attention. She provides insight into why and how humans respond to change and stress, and how you can understand and manage those responses to improve your life and the lives of the people you lead. She also offers practical advice on how to protect your brain from the impacts of modern life.":1,"#ISBN: 978-1-119-56149-1":1,"#Adapted by permission of John Wiley & Sons Ltd":1,"#©2020 by Helena Boschi":1,"#by Helena Boschi":1,"#Understanding Our Brain to Get the Best Out of Ourselves and Others":1,"#Managing yourself requires the ability to change your perspective. Tasha Eurich offers a tool you can use to adjust your perspective and as a result understand and control your behavior.":1,"#How to Master Perspective-Taking":1,"#In Why We Do What We Do, Dr. Helena Boschi explains in layman’s terms how the brain functions to regulate everything from emotion to the ability to learn, remember, create, and pay attention. She provides insight into why and how humans respond to change and stress, and how you can understand and manage those responses to improve your life and the lives of the people you lead. She also offers practical advice on how to protect your brain from the impacts of modern life.":1,"#Why We Do What We Do":1,"#Why do people trust some brands more than others? How are consumers making purchasing decisions with access to more information than ever before? Why does a crisis destroy one brand’s reputation but not another’s? Accurately answering such questions is vital to pursuing an effective brand strategy. In Brand Psychology, Jonathan Gabay draws on extensive classical and cutting-edge research in psychology and neuroscience to demonstrate how the vast tendencies of the human mind shape and become shaped by brands. He examines timeless strategies for boosting brand attachment, the challenges brands face in the Internet age, and how executives should respond to today’s brand reputation crises.":1,"#Jonathan Gabay":1,"#Brand Psychology":1,"#While online tools are changing the way we represent ourselves and our values to the outside world, the psychology that guides the way we think, communicate, and interact remains the same. In The Hidden Psychology of Social Networks, Joe Federer asks marketing professionals to second-guess simplistic assumptions about what distinguishes one social media platform from another and dig deeper into the nuanced psychological landscapes that social media platforms create. Only then can they develop effective social media strategies and influence target audiences.":1,"#The Hidden Psychology of Social Networks":1,"#Every day, everyone, everywhere, sells something, be it a product, a service, or an idea. Not only does an individual’s ability to sell help them to achieve substantial income, it can also provide them with lifelong job security. In The Psychology of Selling, author Brian Tracy contends that by learning, understanding, and practicing the psychology behind selling, individuals can achieve success at whatever they sell, whenever they sell. In his easy-to-understand book, Tracy takes individuals from where they are today to where they want to go in the future.":1,"#The Psychology of Selling":1,"#Organizational effectiveness is a complex blend of scientific theory and human interaction, and it has evolved over time in response to an ever-changing business environment. In The Psychology of Work, Chantal Gautier draws on historical trends, scientific research, and a variety of real-life experiences from within academia and the business world to explain what organizations want from their employees, what employees want from their organizations, and how to blend these desires to create thriving organizational cultures.":1,"#Chantal Gautier":1,"#The Psychology of Work":1,"#178 Results found for <span ljsid-1=\"\">\"psicologia\"</span>":1,"#Andrew McAfee":1,"#Today’s technologies enable buyers, sellers, and service providers to connect and coordinate like never before using real-time data. Companies that can successfully strategize, coordinate, and execute in this new environment deliver significant value and generate a considerable competitive advantage over their peers. In Smart Business, Ming Zeng shares how Chinese giant Alibaba has leveraged technology and coordinated business across a vast number of parties. He offers a framework other companies can use to structure their organizations, create value, and become smart businesses.":1,"#Ming Zeng":1,"#Smart Business":1,"#As sales and profit growth slows in the developed world, and the forces of globalization gain momentum, leading CEOs to believe that the single most important force shaping global business is the demand originating from emerging markets. And, as more and more companies recognize the opportunities for growth that these less developed markets offer, their contribution to the bottom line of international companies has been rising.":1,"#Nenad Pacek, Daniel Thorniley":1,"#Emerging Markets":1,"#Royce Yudkoff, Richard S. Ruback":1,"#HBR Guide to Buying a Small Business":1,"#136 Results found for <span ljsid-1=\"\">\"PYMES\"</span>":1,"#No Results found for <span ljsid-1=\"\">\"SEMs\"</span>":1,"#Marketers are charged with growing brands for their companies, but many established brands experience stagnant growth. In From Marginal to Mainstream, Helen Edwards uses case study methodology to explore the nuances of current fringe behaviors. Her research ranks 42 marginal behaviors based on their likelihood to enter the mainstream. Marketers who use the suggested playbook can find behaviors deep within the margins of society that show promise for exceptional growth, challenge established norms, stimulate innovation, and give their companies a competitive edge.":1,"#From Marginal to Mainstream":1,"#Although most business leaders aim to be inclusive, their decisions are often influenced by the norms of insider groups and their own preconceptions. In SET for Inclusion, Mason Donovan and Mark Kaplan provide a simple model that organizations can use to ensure inclusion is part of their decision-making processes. The SET model is designed to help leaders ensure that decisions produce the desired effects on their organizations.":1,"#Mason Donovan, Mark Kaplan":1,"#Set for Inclusion":1,"#163 Results found for <span ljsid-1=\"\">\"SEMs\"</span>":1,"#No Results found for <span ljsid-1=\"\">\"Sems\"</span>":1,"#Selling is changing, but much current conventional wisdom about the impact of e-commerce, big data, AI, and other megatrends is misleading and not supported by empirical facts. In Sales Management That Works, Frank V. Cespedes provides a step-by-step guide to developing a contemporary sales model that will improve a company’s profitability. By adhering to his actionable advice, leaders can help their companies develop a superior salesforce, set competitive prices, and establish a multichannel approach to connecting with customers.":1,"#Sales Management That Works":1,"#Social networking is expanding at an exceedingly rapid rate and has resulted in a revolution in the way people relate to one another and to corporations. In Socialnomics, Erik Qualman shows how easy it is for individuals to acquire peer reviews on products and services through social networking, and the negative effect this has on traditional forms of marketing. Qualman outlines various tools and tactics that can be used to engage the attention of consumers while creating a better brand image. Some of these tactics include, but are not limited to, communicating with dissatisfied consumers on their own social networks, creating brand profiles on popular social networks, and creatively advertising within social media via the creation of brand-related applications and podcasts.":1,"#Erik Qualman":1,"#Socialnomics":1,"#Because a single product is no longer sufficient for success, businesses must follow the divide and rule dictum of market segmentation that calls for thinking of the market as having different parts and then attempting to serve those parts in different ways. Moreover, marketing to medium-to-large businesses is very different from marketing to consumers. Because these enterprises serve a broad array of customers, their needs are more diverse than are those of consumers or small companies. And, because their product technology is often more complex and their decision-making structures more complicated, a number of individuals are usually involved in the buying decisions. Market-driven Business Segmentation (MBS) has been developed specifically to handle such complexities of business-to-business markets in the 1990s, offering an effective compromise between ignoring customer differences and treating every customer as unique overlay to these traditional approaches and as a fundamental organizing principle of a business.":1,"#John Berrigan, Carl Finkbeiner":1,"#Segmentation Marketing":1,"#In Enterprise Supply Chain Management, Vivek Sehgal takes a comprehensive look at the role of supply chains within a variety of industries and organizations. Supply chain management evolved out of a need to manage the complex flow of resources required to support a business enterprise. To maximize profits, a company should aim to achieve a better flow of resources than its competitors. Since supply chain processes affect the costs of planning and operations, efficient supply chain management can create opportunities to reduce the cost of goods sold, improve asset turnover, and ultimately enhance the profitability of an organization.":1,"#Vivek Sehgal":1,"#Enterprise Supply Chain Management":1,"#As a salesperson, you may think that your profession has never been as challenging as it is today. Buyers have more information, resources, and control over the buying process than ever before. Furthermore, differentiation among your company’s offerings and your competitors’ will be short term at best and is likely already minimal. However, if you recognize that buyers are most interested in the emotional experience of buying than in the features and benefits of your company’s offerings, none of this will scare you. In Sales EQ, Jeb Blount explains how strengthening your emotional intelligence (EQ) can enable you to keep prospects engaged, influence their buying decisions, and truly differentiate your company.":1,"#Sales EQ":1,"#In Organizations Don’t Tweet, People Do, Euan Semple discusses how social media can actually improve the working lives of those in business and overall business outcomes by giving people a platform to share their unique voices. Semple has arranged the book into a collection of his personal ideas; ideas that will help managers better understand and utilize the web. It provides practical suggestions for gaining traction when introducing social media into the workplace and thoughts on how to engage and draw people into using social media tools.":1,"#Euan Semple":1,"#Organizations Don't Tweet, People Do":1,"#As the world turns to Big Data, algorithms, and artificial intelligence for answers, some people are beginning to undervalue the importance of the humanities in the business world. They believe “the human factor” can increase people’s capacity for error, but according to Christian Madsbjerg in Sensemaking, a liberal arts education is necessary for creating critical thinkers who can analyze ambiguous data, be open to new ideas, and creatively apply what they have learned from disciplines such as history and literature. Studying the humanities opens individuals up to sensemaking, or using cultural inquiry and intelligence to find meaning in nonlinear data.`":1,"#Sensemaking":1,"#In the past, marketing and sales departments stood on separate ground. In the Internet age, social media and online platforms demand that these two departments work so closely together that they’re better when fused into a single unit. In Smarketing, Tim Hughes, Adam Gray, and Hugo Whicher present simple steps for combining marketing and sales departments into one streamlined Smarketing department that can be used by any company regardless of size or sector.":1,"#Smarketing":1,"#201 Results found for <span ljsid-1=\"\">\"Sems\"</span>":1,"#No Results found for <span ljsid-1=\"\">\"pymes en mexico\"</span>":1,"#In Harvard Business School Publishing title Producing Prosperity, Gary P. Pisano and Willy C. Shih describe the catastrophic results of decades of misguided sourcing strategies and declining investment in manufacturing fields. They explain how America’s manufacturing activities frequently lead to the products of the future and recommend that companies renew their investments in new process and product development at the industrial base level. The resuscitation of this industrial commons is the only way for America to create the knowledge foundation and manufacturing vitality to regain its competitive edge.":1,"#Producing Prosperity":1,"#Young entrepreneurs are often viewed as overnight sensations or flukes in the business world. In SuperBusiness, Fraser Doherty shows that youth does not always equate with inexperience. He recounts how he built a popular business, SuperJam, using his Gran’s jam recipe. Using his business as an example, Doherty leads potential entrepreneurs through a step-by-step guide for building a small business that combines profits with doing good works. Companies that strive to provide their customers with a product that improves their lives while keeping an eye not only on financial profits, but how what they do adds value to the world around them, are able to create a devoted following.":1,"#Superbusiness":1,"#A business can generate revenue while producing a product or service that helps cure a social problem. The best way to plan such a business is by taking small steps and preparing for the unexpected. In \"The Social Entrepreneur’s Playbook,\" Ian C. MacMillan and James D. Thompson set out a process for social entrepreneurs to follow.":1,"#The Social Entrepreneur's Playbook":1,"#Many people want to become entrepreneurs but don’t think they have what it takes. In Power Your Profits, Susie Carder demonstrates that with the right mindset and hard work, anyone can launch a successful business. Using stories from her own life as a hairdresser turned millionaire entrepreneur, Carder provides readers with the tips, tools, and techniques they need to take their business ventures to new levels of success. By adopting her advice, you can improve your sales, marketing, and financial management skills.":1,"#Susie Carder":1,"#Power Your Profits":1,"#The numbers are intimidating: Female entrepreneurs received a mere 2.2 percent of venture capital in the United States in 2019. Women hold fewer than one-fifth of corporate board seats and make up only five percent of Fortune 500 CEOs. In Yes, You Can Do This!, Claudia Reuter argues that the key to encouraging change in the business landscape is encouraging women to start companies.":1,"#Claudia Reuter":1,"#60 Results found for <span ljsid-1=\"\">\"pymes en mexico\"</span>":1,"#Entrepreneurs have long been glorified as individuals who possess a specific set of inherent and exceptional personal characteristics. Entrepreneurship itself has evolved into a fantasy ideal that often doesn’t comport with reality. In many situations, neither the image nor the effort of entrepreneurship ultimately serves people well, and there are far too many personally damaged entrepreneurs and failed potential businesses. In The Entrepreneurial Myth, Louise Nicolson paints a realistic portrait of entrepreneurship and provides a path for successful, mainstream entrepreneurship that more broadly benefits society and the individuals who seek to change it for the better.":1,"#The Entrepreneurial Myth":1,"#144 Results found for <span ljsid-1=\"\">\"pymes en mexico\"</span>":1,"#Whether you start your own business with a formal business plan or a list on the back of a napkin, you’ll need to take concrete steps to bring it to fruition. Sharon Rowe shares the steps she took to start her successful business.":1,"#Starting a Business: Advice for Entrepreneurs":1,"#Small businesses across America have unlocked the secret for staying profitable. In Roadside MBA, Michael Mazzeo, Paul Oyer, and Scott Schaefer combine a series of road trips with an analysis of the ways and means of achieving success in business. They present personal stories and strategies of small business owners and managers who gained expertise in production, services, marketing, and other areas and achieved continuing success.":1,"#Paul Oyer, Michael Mazzeo, Scott Schaefer":1,"#Roadside MBA":1,"#Erin Baebler, Lara Galloway":1,"#Moms Mean Business":1,"#170 Results found for <span ljsid-1=\"\">\"pymes en mexico\"</span>":1,"#How to Increase Employee Performance: The Pygmalion Effect":1,"#148 Results found for <span ljsid-1=\"\">\"desnaturalizacion debido a ph\"</span>":1,"#No Results found for <span ljsid-1=\"\">\"punto isoelectrico\"</span>":1,"#How to Hire A-Players":1,"#The Power in a Link":1,"#Planning a Productive Day":1,"#Be a Project Motivator":1,"#A Culture of Purpose":1,"#Debunking the Multitasking Myth":1,"#Better Decision Making Through Debate Making":1,"#Designing the Purposeful Organization":1,"#Experience Design":1,"#Creating Your Own Destiny":1,"#Designing the Smart Organization":1,"#Designed for Success":1,"#Avoiding Destructive Comments":1,"#Well-Designed":1,"#We spend much of our lives like Sisyphus, the king who was doomed forever to push a huge boulder up a hill only to have it roll back down. Unlike Sisyphus, however, our punishment is self-inflicted. In Positive Intelligence, Shirzad Chamine reveals the undetected “Saboteurs” that cause all of our setbacks. Because of these Saboteurs, only 20 percent of individuals and teams achieve their true potential. Chamine provides a set of tools and techniques to shift the balance of power between these Saboteurs and the “Sage” inside one’s mind. It is based on the best practices in neuroscience, organizational science, positive psychology, and life-coaching.":1,"#Shirzad Chamine":1,"#Positive Intelligence":1,"#What’s the biggest mistake that communicators make? According to Joel Schwartzberg, they don’t have a point. In his book, Get to the Point!, he contends that all types of communication should be formulated with clear points in order to be conveyed effectively. Schwartzberg believes that although you may have powerful ideas or information, you must communicate your message with strategic precision in order to be heard.":1,"#Get to the Point!":1,"#Most people have moments in life where they feel happy, fulfilled, and like they are in exactly the right place at the right time. However, for many people, these are brief moments that soon give way to the daily challenge of having too much to do and too little time to do it. In Find Your Balance Point, Brian Tracy and Christina Stein aim to show people how they can maintain this wonderful feeling all the time. Beginning with a call for serious introspection, they outline an easy-to-follow plan that can help people uncover who they are, what they want to accomplish in life, and how they can make great things happen.":1,"#Find Your Balance Point":1,"#Focus can help teams to perform and achieve at a higher level. Antonio Nieto-Rodriguez provides a simple formula you can implement to create a focused team or organization.":1,"#How to Create a Focused Project Team":1,"#There’s a difference between being a member of a team and being a true teammate. Wayne Turmel presents his 3P model to becoming a great teammate.":1,"#The 3 Ps of Being a Great Remote Teammate":1,"#In Pivot Points, Julia Tang Peters explores the five pivotal decisions that nearly all professionals must make during their careers. These pivot points lead some to success and others to failure, and how people manage them will determine whether they continue to grow or stagnate. In this book, Peters examines five highly successful business leaders, analyzes their personal pivot points, and discusses the long-term effects of their decisions.":1,"#Julia Tang Peters":1,"#Pivot Points by Paul T. Martin is a cultural manifesto about the importance of disaster preparedness in the United States. In addition to explaining why preparedness is important, Martin also outlines plans for personal and community-wide preparedness planning. While having a large number of physical supplies is an important factor in preparing for difficult times, training, planning, and self-education are equally as important for those who wish to embrace a culture of preparedness.":1,"#Paul T. Martin":1,"#Pivot Points":1,"#201 Results found for <span ljsid-1=\"\">\"punto isoelectrico\"</span>":1,"#think-twice":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">Michael J. Mauboussin</a></strong> is a managing director of global investment strategies at Credit Suisse and former chief investment strategist at Legg Mason Capital Management. He has over 25 years of experience in the financial services industry. He has also taught at the Columbia Graduate School of Business since 1993 and sits on the board of trustees at the Santa Fe Institute. Mauboussin is author or coauthor of four other books, including <em ljsid-2=\"\">The Success Equation: Untangling Skill and Luck in Business</em>.":1,"#By Kenneth A. Posner":1,"#Research and Decision Making in a World of Extreme Volatility":1,"#Stalking the Black Swan":1,"#By Daniel Patrick Forrester":1,"#Harnessing the Power of Reflective Thinking in Your Organization":1,"#Consider":1,"#<strong ljsid-0=\"\">Think Twice</strong> by Michael J. Mauboussin is a highly engaging book that will cause readers to think more critically the next time they face a significant decision. It is neither a \"survey of common mistakes nor an exposition of one big theme\" but rather a collection of concepts Mauboussin has found most important and actionable based on his personal studies and substantial experience in the investment industry. While its target audience is businesspeople and investors, <strong ljsid-2=\"\">Think Twice</strong> shares concepts useful to any type of professional. It contains an abundance of case studies with examples ranging from business and finance to medicine and consumer choices. This insightful book will undoubtedly challenge readers to question their intuition before making important decisions.":1,"#Estimated Reading Time: 4-5 hours, 190 pages":1,"#<strong ljsid-0=\"\"><em ljsid-0-0=\"\">Audit decisions</em>.</strong> Once people have seen the outcomes of their decisions, they often forget how they first arrived at them and rewrite the process in their minds using hindsight. Using a decision-making journal -- logging what was decided, how the decision was arrived at, and what is expected to happen -- helps people track decision-making processes and note patterns more objectively.":1,"#<em ljsid-0=\"\"><strong ljsid-0-0=\"\">Perform a \"premortem.\"</strong></em> Before making a decision, psychologist Gary Klein suggests doing a premortem: assume that the decision about to be made has failed and, pretending to be in the future, list reasons for why it has. This strategy helps people identify more potential problems before they have made a decision, and is better at facilitating dialogue in group decisions.":1,"#<em ljsid-0=\"\"><strong ljsid-0-0=\"\">Recognize the role of skill and luck</strong></em>. People need to resist the temptation to attribute every good outcome to skill and every bad one to luck when examining themselves or vice versa when examining someone else. This is particularly important when giving feedback; when looking at outcomes, managers should focus critique on the process and what is within people's control, rather than conflating luck and skill.":1,"#<strong ljsid-0=\"\"><em ljsid-0-0=\"\">Stand in someone else's shoes</em>. </strong>This is a powerful way to make better decisions because it puts people in a frame of mind that facilitates 1) acknowledging the outside-view, 2) awareness of the situation before questioning people's character, 3) understanding incentives, and 4) developing empathy.":1,"#<strong ljsid-0=\"\"><em ljsid-0-0=\"\">Raise awareness</em>. </strong>The mistakes highlighted in the book are \"common, identifiable, and preventable.\" The more routinely people take note of others making these mistakes, the more they will recognize the potential for them to do the same.":1,"#Most day-to-day decisions do not require people to second-guess themselves at every turn. Rather, the above lessons are valuable in situations where the stakes are high and the course of intuitive decision making actually leads to the wrong conclusion. What can people start changing immediately?":1,"#THINK TWICE":1,"#Failure to appreciate reversion to the mean also leads to conferring the \"halo effect\" on others. The halo effect is pervasive in the business world, where financially successful companies are studied and attributes of their success are \"discovered\" and recommended for others to emulate. These studies rarely acknowledge the role of luck, and when the companies' performance reverts to the mean, they are highly criticized even if their once-praised attributes have remained the same.":1,"#Particularly in business and investing, it is hard to determine to what degree an outcome is attributable to skill versus luck. Any system that is a combination of the two, however, will have outcomes that revert to the mean over time. A failure to appreciate reversion to the mean tends to make people think they or others are unusually special. Investment managers who beat the market are often highly lauded and people flock to them, but studies have shown that upon switching investment managers, people experienced worse returns with the newly hired managers than they would have had they stayed with the managers they fired.":1,"#SEPARATE LUCK FROM SKILL":1,"#Finally, people tend to downplay the roles of serendipity and social influence in determining outcomes. Researchers at Columbia University tested this by creating a website called Music Lab and separating people into nine different \"worlds\" to determine to what degree their musical tastes were influenced by the listening and downloading habits of others in their world. They found that in many cases, even small differences in initial popularity translated into drastically different outcomes. Social influence could take the same song and send it to the top of the charts in one world and to the bottom in another.":1,"#Reductive bias, making decisions and predictions about a complex, nonlinear system using simplistic, linear models, is another common error. At the heart of the financial crisis was a widely celebrated equation that measured how likely two or more assets held in the same portfolio would default. This spawned a host of new bundled assets, such as collateralized debt obligations. However, the equation assumed a simplified, stable world but was utilized in a complex, dynamic one. Overreliance on it meant everything worked fine until it no longer did.":1,"#Without an appreciation of these critical points, people fall prey to the problem of induction. As they repeatedly witness good outcomes, they have an illusion of safety and their overconfidence means they do not consider the possibility of a black swan event. For instance, a stock price can continue to rise even as conditions are changing, but at a critical point the price plummets.":1,"#In the wake of the financial crisis, author and former derivatives trader Nassim Taleb increased public awareness of \"black swans,\" outlier events in heavily skewed distributions. The forces that precipitate black swans are often ignored in decision making. Consider phase transitions -- small changes that occur at particular thresholds and cause large scale effects when one form of feedback, positive or negative, overpowers the other. Philip Ball, physicist and writer, dubs these tipping points \"grand ah-whoom\" moments. In the phase transition of water to ice, just a one degree drop in temperature and <em ljsid-1=\"\">ah-whoom</em>: the liquid becomes a solid.":1,"#BEWARE THE \"GRAND AH-WHOOM\"":1,"#Finally, organizations often forget that the competitive conditions they operate in can be more important than their relative resources and attributes. Just as military strategists recognize that an increase in the number of battlefields helps the chances of the underdog, so businesses must recognize that predicting a winner becomes more difficult as the number of dimensions increase. Because of non-transitivity and randomness, the \"best\" company does not always come out on top.":1,"#This is closely related to a second common mistake among businesses: embracing a strategy without understanding under which conditions it succeeds or fails. For example, the advantages of outsourcing have been widely touted among companies that have vastly reduced costs by sending some in-house services to an outside company. However, when Boeing used this strategy for its 787 Dreamliner, the result was a disaster; it had not considered that the conditions that made outsourcing a success for companies like Apple were not present in its industry.":1,"#When people first considered the possibility of manned flight, they started by looking at the attributes of animals that did fly, such as wings and feathers. While these attributes <em ljsid-1=\"\">correlated</em> with flight, they did not cause it. Not until the study of the airfoil shape did people understand what causes flight. Confusing correlation to mean causation is still very common. Businesses and consultants observe business success stories, look for common attributes among them, and offer a packaged how-to guide for other businesses to follow, often with disappointing results.":1,"#CONSIDER CONDITIONS OVER ATTRIBUTES":1,"#Organizations can fall into the trap of misunderstanding complex adaptive systems when they recruit star performers from other companies, often at a very high price. One study followed over 1,000 acclaimed equity analysts over the course of a decade and noted their performance changes as they moved from firm to firm. They concluded that when one company hires another's star performer, that person's performance typically suffers upon moving. This is because the hiring organization has failed to account for the \"system-based advantages\" -- reputation, quality of colleagues, resources, support systems, or familiarity with processes -- that the former employer provided. The \"constellation matters more than its brightest star\" but is vastly underappreciated.":1,"#In the field of behavioral finance, the same misunderstanding of complex adaptive systems occurs. It is assumed that if the individual agents (investors) behave irrationally, then the entire market system in aggregate behaves irrationally as well. This is like saying that because individual ants are relatively inept, entire ant colonies are inept. This simply is not true; as one biologist puts it, \"Ants aren't smart; ant colonies are.\"":1,"#This third feature is what tends to confuse decision makers because they try to explain the properties and behaviors of the higher-level system by extrapolating from the properties and behaviors of the individual agents. For instance, when evaluating stocks, those who focus on a company's earnings per share are concentrating on individual agents that make up the market, whereas those who conclude that cash flow drives stock price are concentrating on the aggregate system -- the behavior of the market. Many executives still hold individual agents in too high regard and ignore system behavior. They forgo long-term, value-creating investments in favor of hitting short-term targets instead.":1,"#The emergent structure ultimately acts as a \"higher-level system.\" It has its own distinct set of properties and characteristics.":1,"#These agents interact with one another and their actions create structure, what scientists call emergence.":1,"#There is a group of heterogeneous agents (neurons in the brain, bees in a hive, or investors in a market).":1,"#Complex adaptive systems are more prevalent than ever before, but they tend to confound people's decision-making abilities because they remain highly misunderstood. Complex adaptive systems have three levels:":1,"#RECOGNIZE COMPLEX ADAPTIVE SYSTEMS":1,"#Perhaps most overlooked, particularly in Western societies, is how heavily groups and novel situations can overpower a person's disposition and decision making. For instance, studies have repeatedly corroborated that people will conform and agree with a group's erroneous conclusion even if they have reached the correct one independently. In other studies where people are placed in a novel setting (e.g. a fake prison) and randomly assigned to roles (e.g. guards and prisoners), situational power and the pull of the group tends to take over, and people take on new personas and behave differently than they normally would.":1,"#How a choice is framed can also weigh heavily on people's ultimate decisions. What people perceive as independent choices are more often than not an merely acceptance of default options. For instance, in countries where people must opt out of the organ donation program, rates of donation are much higher than they are in countries where people must opt in to be an organ donor.":1,"#When people buy a product, they typically assume that their choices are logical and based on some combination of price and preferences. However, research has shown that decisions are not that independent of experiences and surroundings. For instance, when a supermarket displayed French and German wines comparable in price and style side by side, people chose the German wine more frequently when German music was playing (73 percent of the time) and the French wine more frequently when French music was playing (77 percent of the time). While buyers acknowledged hearing the music, none believed it had influenced their purchasing decision.":1,"#HAVE SITUATIONAL AWARENESS":1,"#Experts do remain important in some spheres, and they can be used in conjunction with computers or collectives. For example, one consultant company uses computers to generate packaging design alternatives and then has experts select the best ones. In arenas that require being empathetic, getting buy-in, designing strategy, or understanding unique attributes, experts are vital. But where devotion to experts is high despite outperformance by mathematical models and/or collectives, people can be sure there will be opportunities to capitalize on the decision-making mistakes of others.":1,"#The second affront to experts is well documented but remains underutilized: technology and mathematical models. Businesses such as Netflix have thrived because of sophisticated algorithms; its program Cinematch notes viewers' tastes in movies and pairs them with new films far better than \"expert\" video-store employees. In situations that are rule based, have a limited range of outcomes, and have a high degree of consensus among experts, computers are a much faster and cheaper means of solving problems.":1,"#Should any of these conditions break down (usually diversity), the group's conclusions will be off the mark. Nevertheless, when problems are highly probabilistic, have a wide range of outcomes, and when experts can hold polar opposite opinions (e.g. forecasts about the stock market or economy), collectives perform better.":1,"#Incentives encourage only those with insights into the situation to participate.":1,"#Everyone's information is aggregated.":1,"#There is a diverse group of people.":1,"#As holiday season approaches, most retailers look to organizational and industry experts to predict sales. As Best Buy found, however, a larger group of less informed people can often predict sales more accurately than a small group of experts. Collectives outperform experts only when three conditions are in place:":1,"#USE EXPERTS SELECTIVELY":1,"#<strong ljsid-0=\"\"><em ljsid-0-0=\"\">Incentives</em>:</strong> In a study of 100 accountants, half were told they had been hired by the company whose accounting they were reviewing and half were told they were hired by a different company. Those placed in the role of auditor for the company were 30 percent more likely to find the company's choices compliant, demonstrating that even <em ljsid-2=\"\">hypothetical</em> incentives affect decision making without any intent of corruption.":1,"#<strong ljsid-0=\"\"><em ljsid-0-0=\"\">Internal and external consistency</em>:</strong> People strive to reconcile all their ideas, attitudes, opinions, and beliefs; should some alternative threaten this consistency, they experience an uncomfortable \"cognitive dissonance.\" This manifests itself externally when people only look for information that confirms what they already believe. By avoiding or disconfirming options that might challenge them, they avoid having to change or think further.":1,"#<strong ljsid-0=\"\"><em ljsid-0-0=\"\">Extrapolation from past results</em>:</strong> People's minds want to find patterns to make the prediction process more automatic, but their gut reactions can blind them. For instance, when a group is asked to \"look at a random sequence of squares and circles,\" the majority expect to see another square after being shown two squares despite the fact that a circle is equally likely to be the next shape.":1,"#<em ljsid-0=\"\"><strong ljsid-0-0=\"\">Availability bias</strong></em>: This is overweighting the probability of a recent or more vivid event. For instance, a doctor examining a patient who displayed classic symptoms of aspirin toxicity diagnosed her instead with a subclinical case of viral pneumonia, which had recently swept through the community.":1,"#People's decision making is sometimes faulty because the human brain has created pathways to reach conclusions quickly and efficiently. This causes \"tunnel vision,\" which leads to individuals ignoring other options. Some examples of decision-making shortcuts and traps include:":1,"#BE OPEN TO OPTIONS":1,"#This excessive optimism frequently crops up when estimating timetables or costs. For instance, when a group of teachers and a dean assembled to write a high school textbook, the group was asked to estimate how long it would take to complete a draft. Their estimates ranged from 18 to 30 months. The leader noted that the dean had worked on other curriculums in the past and asked how long those groups had taken to finish. He sheepishly noted that 40 percent of groups that had begun similar programs had never finished and those that had were never completed in less than seven years.":1,"#They have a greater degree of control over outcomes.":1,"#They are luckier than others.":1,"#They have greater abilities and skills than others.":1,"#Reliance on the inside view persists because people commonly hold three illusions:":1,"#When executives announce mergers or acquisitions, they consistently express overwhelming optimism that they will provide a strategic edge and increase their companies' value. The data on the majority of these deals indicates otherwise. Typically, any increase in cash flow is outweighed by the premium paid for the company (the amount in excess of its market value). Corporate mergers and acquisitions remains a multitrillion dollar global business despite the poor odds because decision makers routinely favor the \"inside view,\" dwelling on what they think is unique about the situation, rather than the \"outside view,\" finding out if others have been in a comparable situation and analyzing the results. While the inside view relies on perceptions or anecdotal evidence, the outside view considers if there is a statistical basis for deciding one way or another.":1,"#When executives announce mergers or acquisitions, they consistently express overwhelming optimism that they will provide a strategic edge and increase their companies' value. The data on the majority of these deals indicates otherwise. Typically, any increase in cash flow is outweighed by the premium paid for the company (the amount in excess of its market value). Corporate mergers and acquisitions remains a multitrillion dollar global business despite the poor odds because decision makers routinely favor the \"inside view,\" dwelling on what they think is unique about the situation, rather than the \"outside view,\" finding out if others...":1,"#TAKE THE OUTSIDE VIEW":1,"#Forget that because outcomes are a combination of skill and luck, results tend to revert to the mean over time.":1,"#Ignore their vulnerability to black swan events when making predictions. Very small, incremental changes at a certain threshold can set off unexpected, large-scale effects.":1,"#Downplay the power of context in determining outcomes, assuming the attributes of one winning strategy can be applied successfully in any circumstance.":1,"#Look for cause-and-effect relationships at the wrong levels and fail to appreciate the dynamics of complex adaptive systems.":1,"#Make decisions that are distorted by their surroundings and social pressures.":1,"#Ignore the insights that technology and crowds can offer and over-rely on individual experts.":1,"#Get tunnel vision and fail to consider all available options.":1,"#Think their situations are more unique than they really are and ignore valuable data about other people's similar situations.":1,"#In Think Twice, Michael J. Mauboussin identifies common and preventable decision-making mistakes. Poor decision makers tend to:":1,"#While the mind's natural pathways may have once been advantageous for survival, they are not well adapted to managing modern decision making. Today, approaching decisions of consequence requires going beyond intuition. In <strong ljsid-1=\"\">Think Twice</strong>, Michael J. Mauboussin identifies eight categories of common and preventable decision-making mistakes and challenges readers to capitalize on the opportunities they present. Once people learn to identify these mistakes and the contexts in which they usually occur, they will pause and reconsider before jumping to poor conclusions. Not only can they reduce the number of mistakes they make, but they can strategically benefit from the decision-making mistakes of others.":1,"#ISBN: 9781422187388":1,"#©2009 by Michael J Mauboussin":1,"#by Michael J. Mauboussin":1,"#Clicking this link will redirect to relevant products for the Author Michael J. Mauboussin.":1,"#Michael J. Mauboussin":1,"#Today’s workforce is rapidly changing. Automation and artificial intelligence (AI) are making many jobs obsolete. Employees want more flexibility in where and how they work. To survive, companies must transform the ways that they hire talent, facilitate teamwork, and assign projects. In Flat, Fluid, and Fast, Brynne Kennedy provides a guide to creating such changes. By embracing workers’ increasing desire for mobility, companies can become more agile and gain a competitive advantage.":1,"#Flat, Fluid, and Fast":1,"#To Grove and Moore, ditching memory chips must have felt insane. The short version goes like this: Intel's memory chip business was struggling, and its leaders, Andy Grove and Gordon Moore, felt lost. If someone must make a change in their business or life and they cannot decide what to do, Milkman suggests doing what the Intel guys did: Get out of your head":1,"#Facing a Hard Choice? Get Out of Your Head":1,"#Teams are more productive and profitable than solo contributors can ever be, but they require a different type of attention and care to develop. In Faster Together, Laura Stack likens teams to luxury cars that require additional training and practice to drive to their full potential. She outlines the FAST team model to help you and your team drive to new records by developing four keys—fairness, accountability, systems, and technology.":1,"#Faster Together":1,"#In the past century, many organizations have succeeded by working in ways that provided stability, certainty, simplicity, and clarity. Leaders placed tremendous value on maintaining status quo and guarding against changes that could impact their future. In more recent years, the business environment has become increasingly volatile, uncertain, complex, and ambiguous, and many organizational leaders have found that their traditional approaches no longer lead to organizational sustainability or growth. In The Light and Fast Organisation, Patrick Hollingworth provides a new approach for success in an environment of abounding change.":1,"#Patrick Hollingworth":1,"#The Light and Fast Organisation":1,"#The article provides some tips for business professionals on embracing change. Topics discussed include the importance of knowing that change is inevitable, making education and training always available, and searching for better ways to accomplish a task. Also mentioned is the need for a business leader to have the ability to adapt.":1,"#Working At The Speed Of Change":1,"#In order to build a fast-working, real-time culture your company needs to collaborate differently. Erica Dhawan offers 3 things your team can do that could result in the next big breakthrough for your company.":1,"#Build a Fast-Working, Real-Time Culture":1,"#Organizations only move as fast as their leaders. In Lead with Speed, leadership expert Alan Willett reveals how teams and entire organizations can get better results faster. You’ll learn the differences between fast and slow organizations, how to help teams work together, and how exceptional employees can accelerate an entire organization.":1,"#Alan Willett":1,"#Lead with Speed":1,"#Mastering the art of spontaneous speaking is important for leaders. They must do more than just deliver a good prepared keynote—they need to nail the Q&A and small talk afterward, or crush off-the-cuff toasts and speeches. The author suggests that anyone can become proficient at this art using the right tactics and behaviors: Toasts, Q&As, and small talk don’t require any specific personality traits. He offers key strategies that include avoiding conventional responses in favor of establishing genuine connections, and prioritizing brevity while delivering messages. He also highlights the need to speak authentically without the pressure to be perfect—which means daring to be dull. An equally important aspect is active listening to understand and respond effectively to others’ needs. And structuring thoughts logically during impromptu conversations is a useful tactic. Fear or nervousness need not deter anyone from communicating effectively on the spot.":1,"#Matt Abrahams":1,"#Every aspect of modern life and daily business activity has increased in speed. Leaders must make crucial business decision faster as competition becomes fiercer. However, businesses struggle to move more quickly when their leaders are still moving slowly. In Speed, John H. Zenger and Joseph R. Folkman define eight essential behaviors that business leaders can adopt to act more quickly and drive their organizations to be more effective and innovative.":1,"#Joseph R. Folkman, John H. Zenger":1,"#Speed":1,"#The author as project manager shares her experiences regarding change management such as her work over a project midstream to replace an old customer service system with a new one; the challenges regarding cost and schedule implications; and role of a clear, documented change management process.":1,"#Sylvia Thabeng":1,"#Responding in the moment in a professional situation can be stressful, especially when you have to speak without advance notice. One of the most effective ways to handle unexpected speaking situations is to prepare for them. In Think on Your Feet, Jen Oleniczak Brown shares how improv theater techniques can help you listen and respond to situations in the workplace with greater flexibility and confidence.":1,"#Think on Your Feet":1,"#In Too Fast to Think, Chris Lewis asserts that technology enables a constant stream of information to bombard us. Add a broken education system and a hectic lifestyle, and it is no wonder we find it difficult to access our creative provenance. The solution is to understand, use, and take care of our brains, and develop new habits that encourage creativity and better ideas.":1,"#Chris Lewis":1,"#Too Fast to Think":1,"#The article focuses on the 2017 Forbes Insight global survey regarding construction projects. It mentions that according to the survey professionals lack fast-paced business environment that impact construction project. It also presents the views of Michael Uhl, PMP, PgMP, program manager, Leidos, Raleigh- Durham, North Carolina, regarding the same.":1,"#Kate Rockwood":1,"#Think Fast! (But Carefully)":1,"#In Think Fast!, Guy A. Hale introduces a new method to learn how to make decisions quickly and accurately without becoming overwhelmed by the many potential pitfalls and headaches of the lightning-paced modern world. By stopping to assess the situation, evaluating priorities, laying out plans, and learning what questions to ask in which situations, it is possible for those with even the most chaotic lifestyles to adapt to a calm, organized system of thinking and decision-making.":1,"#Guy A. Hale":1,"#Think Fast!":1,"#409 Results found for <span ljsid-1=\"\">\"think fast\"</span>":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Jennifer Goldman-Wetzler</strong></a><strong ljsid-1=\"\">, </strong>a leading expert on conflict and organizational psychology, is founder and CEO of Alignment Strategies Group and the author of <em ljsid-3=\"\">Optimal Outcomes</em>. She’s also a keynote speaker, an executive coach, an adjunct professor at Columbia University, and a columnist for <em ljsid-5=\"\">Psychology Today</em>.":1,"#What constructive actions can you take in whatever situation you’re facing?":1,"#Then ask, what constructive action can you take based on the messages your emotions are sending you? So, if you normally yell at people when you’re angry, what could you do instead to help a situation be more fair? Or, if you typically freeze when you feel scared, what else could you do to help deal with the danger? Or, if you normally dive right back into life when you feel sad, how else could you respond to acknowledge the loss?":1,"#Then you can ask, “What messages are my emotions trying to send me?” Anger typically says, “that’s not fair!” and fear says, “danger ahead!” Sadness says, “a loss has occurred.”":1,"#Sometimes, when you pause and notice your emotions, they’ll naturally settle down or pass right by, and the next emotion will come along. But what if you are really trapped and your emotions are not likely to settle on their own?":1,"#A helpful way to deal with all 3 of these traps is, take a short pause and identify your emotions. We can even do it together right now. Take a moment and notice. What are you feeling right now? Maybe you’re interested, maybe you’re bored, maybe you’re feeling calm or nervous. Whatever it is, just notice it.":1,"#And others of us get stuck in the inaccessible emotions trap. We feel our emotions, but barely. And we can’t express them because we don't even know they’re there.":1,"#And others of us get stuck in the inaccessible emotions trap. We feel our emotions, but barely. And we can’t express them because we don't even know they’re...":1,"#Some of us get stuck in the lurking emotions trap. We feel our emotions intensely, but we hold them inside. Feel angry? Try to hide it and cover it up.":1,"#Some of us get stuck in the knee-jerk reaction trap. We feel our emotions intensely and we react quickly based on them. Feel angry? Yell at others.":1,"#There are 3 ways we typically get trapped by our emotions when we’re stuck in recurring conflict:":1,"#Feedback is one of the best ways to learn on the job, but at times it can be difficult to accept. Noah Blumenthal discusses the importance of owning feedback--even when you disagree with it--and avoiding excuses in order to become a stronger professional.":1,"#No More Excuses: Taking Full Responsibility":1,"#Many companies switch from in-person to virtual meetings without training employees on proper video meeting etiquette. Joel Schwartzberg presents tips on how to overcome the obstacles that sometimes get in the way when a meeting is held virtually.":1},"version":201640}]