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She coaches leaders and teams to envision new possibilities and create cultures where individuals thrive. She’s the primary author of the <em ljsid-2=\"\">Business Chemistry</em> blog on Deloitte.com and coauthor of two books: <em ljsid-4=\"\">Business Chemistry</em> and <em ljsid-6=\"\">The Breakthrough Manifesto</em>.":1,"#<strong ljsid-0=\"\">Jenny Taitz</strong> is a clinical psychologist, board certified in cognitive behavioral and dialectical behavioral therapies, and an assistant clinical professor in psychiatry at UCLA. She’s the author of <em ljsid-2=\"\">Stress Resets: How to Soothe Your Body and Mind in Minutes</em>.":1,"#<strong ljsid-0=\"\">Ethan Kross</strong> is a professor of psychology at the University of Michigan. He’s spent years studying how people talk to themselves and the effect that this “chatter” has on our performance. He’s the author of the book <em ljsid-2=\"\">Chatter: The Voice in Our Head, Why It Matters, and How to Harness It</em>.":1,"#<strong ljsid-0=\"\">Thomas H. Davenport</strong> is the President’s Distinguished Professor of Information Technology and Management at Babson College, a visiting scholar at the MIT Initiative on the Digital Economy, and a senior adviser to Deloitte’s AI practice. He’s a coauthor of <em ljsid-2=\"\">All-in on AI: How Smart Companies Win Big with Artificial Intelligence</em>.":1,"#<strong ljsid-0=\"\">Kim Christfort</strong> is the Chief Innovation Leader and National Managing Director of The Deloitte Greenhouse Experience group and the architect and global leader of Deloitte’s proprietary working style system, Business Chemistry. She’s coauthor of the books <em ljsid-2=\"\">Business Chemistry </em>and <em ljsid-4=\"\">The Breakthrough Manifesto</em>.":1,"#<strong ljsid-0=\"\">Ed Batista</strong> is an executive coach and an instructor at the Stanford Graduate School of Business. He writes regularly on issues related to coaching and professional development at edbatista.com, and he contributed to the <em ljsid-2=\"\">HBR Guide to Coaching Your Employees</em>.":1,"#<strong ljsid-0=\"\">Sian </strong><strong ljsid-1=\"\">Beilock</strong> is the president of Dartmouth College, a cognitive scientist, and the author of two books: <em ljsid-3=\"\">Choke: What the Secrets of the Brain Reveal about Getting It Right When You Have </em><em ljsid-4=\"\">To</em> and <em ljsid-6=\"\">How the Body Knows Its Mind: The Surprising Power of the Physical Environment to Influence How You Think and Feel</em>.":1,"#<strong ljsid-0=\"\">Alison Beard</strong> is an executive editor at <em ljsid-2=\"\">Harvard Business Review</em>.":1,"#<em ljsid-0=\"\">Get real and acknowledge that you’re not perfect</em>. Everyone makes mistakes or gets things wrong. When you make a mistake, own it, reflect on what you’ve learned from it, share what you’ve learned with others, and move forward.":1,"#<em ljsid-0=\"\">Stop </em><em ljsid-1=\"\">leaning on</em><em ljsid-2=\"\"> what you know</em>. An overreliance on knowledge and expertise can lead to close-mindedness. If you’re facing a challenging problem, set aside everything you know, abandon your assumptions, and be curious. Ask thought-provoking questions and stretch your thinking.":1,"#<em ljsid-0=\"\">Silence your inner critic</em>. If you tend to be a naysayer and often turn that on yourself, expand your thinking to make room for possibilities. Be open to exploration.":1,"#When you’re stuck, use the following techniques to shift your mindset and behavior toward achieving a breakthrough:":1,"#If you’re stuck in some aspect of your life, you need a breakthrough to release it. Breakthroughs provide new insights or new ways to overcome obstacles. Though some people resist breakthroughs by dismissing new ideas, making assumptions, or seeking to avoid mistakes, anyone can learn to activate them intentionally.":1,"#By Kim Christfort and Suzanne Vickberg":1,"#Build More Breakthroughs in Your Day":1,"#<em ljsid-0=\"\">Check your thinking for errors</em>. When you’re in a calm state, think about your typical thinking errors. Examples include over-focusing on a small part of a communication that bothers you so that you miss the main message or turning a small transgression into a big issue.":1,"#<em ljsid-0=\"\">Train your brain to become nonstick</em>. When you begin to ruminate, distract yourself with an easy but mentally engaging activity that requires you to concentrate. Perform a physical activity to shift your focus.":1,"#<em ljsid-0=\"\">Distinguish between ruminating and problem-solving</em>. Rumination has a negative correlation with problem-solving. Shift from ruminating to taking action. Even small steps are beneficial.":1,"#<em ljsid-0=\"\">Obtain psychological distance</em>. With your dominant pattern in mind, take steps to put psychological distance between yourself and your triggers. View your triggers as mere thoughts and feelings rather than truths about yourself. Think lightheartedly about your tendency to ruminate. Evaluate whether your reactions demonstrate entitlement or self-absorption.":1,"#<em ljsid-0=\"\">Identify your most common triggers</em>. Make a list of what has triggered your tendency to ruminate in the past. Pay attention to whether your dominant pattern is to ruminate over blaming yourself or over blaming others.":1,"#If you find yourself ruminating over mistakes you’ve made and things you wish you’d done differently, use these techniques to free yourself from destructive overthinking:":1,"#Simple Ways to Stop Obsessing Over Your Mistakes":1,"#<em ljsid-0=\"\">Fall back on your values</em>. Your values reflect what matters most to you. Use them to assess any decision you’re struggling to make. Choose the option that aligns most with your core values.":1,"#<em ljsid-0=\"\">Try the snap judgment test</em>. Quickly answer a yes or no question about a particular choice and write it down. Revisit your answer after a few hours. Chances are it’s the right answer.":1,"#<em ljsid-0=\"\">Test-drive your choices</em>. As you begin integrating intuition into your decision-making process, role play the options to avoid overthinking. Pretend you’ve made a choice, then pay attention to how you feel. Then choose another option and do the same. Simulating outcomes will help you decide what feels right.":1,"#<em ljsid-0=\"\">Start by making minor decisions</em>. Test your intuition on small decisions that have minimal consequences, such as choosing an outfit or asking a question in a meeting. Doing so helps you build your tolerance for distress.":1,"#<em ljsid-0=\"\">Discern gut feeling from fear</em>. Fearfulness is characterized by negative feelings and constrictive bodily sensations. Intuition feels as if you’re being rightly pulled toward something. Associated emotions include excitement and ease, and your body tends to relax.":1,"#Research indicates the best decisions are made by combining data with intuition. Don’t be afraid to incorporate your gut feelings into your decision-making process. Use the following techniques to successfully leverage your intuition:":1,"#How to Start Trusting Your Gut":1,"#<em ljsid-0=\"\">Put a clock on your decision</em>. Assign a deadline for making your decision, then design your due diligence around that deadline.":1,"#<em ljsid-0=\"\">Look into buying an option</em>. Take a small step in the direction of your decision to test it out. For example, you could make a minimal investment in another company instead of acquiring it outright.":1,"#<em ljsid-0=\"\">Determine how often the same decision will be made</em>. Repeated decisions require deeper analysis. They also provide valuable data that can shape future decision-making. Important but rare decisions require considered examination from various perspectives.":1,"#<em ljsid-0=\"\">Consider the importance of your decision</em>. The more important a decision is, the greater the due diligence you must perform before you make it. Low-level decisions can be made quickly so you can devote your attention to the more important ones.":1,"#Delaying decision-making can negatively impact your business and your personal life. However, hasty decisions can cause issues as well. How do you know when you’ve done enough deliberating? Use the following criteria to determine when it’s time to move forward:":1,"#By Thomas H. Davenport":1,"#When to Stop Deliberating and Just Make a Decision":1,"#Research shows that successful decisions are born more out of commitment to their success than out of analysis, and that your emotions are critical to succeeding with a trade-off decision. Use these emotions to envision your anticipated future state.":1,"#Recognizing that the effort you make to support your choice’s success is more important than how you choose it.":1,"#Determining your degree of motivation toward making any option successful.":1,"#Paying attention to your feelings and emotions.":1,"#Help yourself move forward in the right direction by:":1,"#A more effective approach to making consequential decisions is to focus your energy on taking the right first steps to ensure the decision you make will turn out to be the correct one. By doing so, you gain more control over decision-making success than you would otherwise.":1,"#Some decisions—for example, choosing a job or relocating to another town—come with a substantial cost if they’re wrong. This dynamic can paralyze decision-making, especially for people who tend to worry about making the right decision.":1,"#By Ed Batista":1,"#Stop Worrying About Making the Right Decision":1,"#Adopt strategies to mitigate ruminating.":1,"#Focus on improving by just 1 percent.":1,"#Create a heuristic to help you make decisions faster and take productive action sooner.":1,"#Learn from your successes rather than your mistakes.":1,"#If you’re a perfectionist, use these techniques to disrupt your perfectionist mindset and minimize the downside of perfectionism:":1,"#Perfectionists can have difficulty making decisions and taking action. They tend to worry excessively over tiny details, ruminate about their faults or mistakes, and avoid failure by avoiding challenges. They’re also vulnerable to rejection when they expect others to meet their same high standards.":1,"#Perfectionism can lead to great qualities, including high standards, a strong work ethic, and tenacity. However, perfectionism also has a downside.":1,"#How Perfectionists Can Get Out of Their Own Way":1,"#Share your thoughts and feelings with someone else in a productive manner by focusing on broadening your perspective.":1,"#Use mental time travel to place yourself at a future time when you can reflect on your situation with positivity.":1,"#Give yourself advice in the same way you would advise someone else, addressing yourself by your name.":1,"#Many individuals tend to overthink situations, leading to constant inner chatter and additional stress. Based on years of studying overthinkers, professor of psychology Ethan Kross offers the following advice on how you can calm your inner voice and end incessant and debilitating worry:":1,"#An Interview with Ethan Kross by Alison Beard":1,"#Managing Your Inner Chatter":1,"#<em ljsid-0=\"\">Self-validate</em>. Replaying stressful conflicts with others in your head magnifies their negative impact on you. Instead, create a thought pattern in which you legitimize your feelings and then let them go.":1,"#<em ljsid-0=\"\">Sit with uncertainty</em>. Ruminating over disastrous possibilities won’t help you avoid them. Instead, train yourself to accept uncertainty. Practice experiencing what’s happening in the present without worrying about the future. Use mindfulness techniques to relax your mind and body.":1,"#<em ljsid-0=\"\">Take your thoughts less seriously</em>. Negative thoughts about yourself lead to stressful feelings. If you’re prone to negative self-talk, change the narrative. Consider thoughts as ideas to be considered rather than truths to live by.":1,"#<em ljsid-0=\"\">Anchor yourself</em>. When your thinking begins to spin, bring yourself into the present by observing your thoughts, physical feelings, and activity, then calm yourself, clear your mind, and relax your body.":1,"#Use these four strategies to stop dwelling on your stress and stay in the present:":1,"#In a world full of stressors, it can be difficult to break an ongoing stress cycle. Some individuals try to cope by overthinking, ruminating, and worrying, which only makes the cycle worse.":1,"#By Jenny Taitz":1,"#How to Stop Dwelling on Your Stress":1,"#<em ljsid-0=\"\">Let</em><em ljsid-1=\"\"> go</em>. Accept the situation. Acknowledge what you’ve learned from it. Take action that makes a difference.":1,"#<em ljsid-0=\"\">Put things in perspective</em>. Don’t catastrophize. View situations realistically, drawing from past experiences and likely outcomes.":1,"#<em ljsid-0=\"\">Control your attention</em>. Avoid an unproductive thinking loop by focusing on where you can take productive action.":1,"#<em ljsid-0=\"\">Wake up</em>. Don’t slip into autopilot because your brain is occupied with overthinking. Pay attention to your situation, mentally and physically.":1,"#If you’re a chronic worrier, break your worrying habit through these four steps:":1,"#Prepare ahead of time, including engaging in practice scenarios that simulate the event.":1,"#Focus only on the most important points you want to convey.":1,"#Reframe signs of nervousness as positive.":1,"#Sing a song or repeat a mantra in your head.":1,"#Distract your brain with a simple task, like a crossword puzzle.":1,"#Use these techniques to avoid overthinking and keep your prefrontal cortex functioning normally in stressful situations, such as job interviews or important presentations:":1,"#Most of the time, the prefrontal cortex of your brain (which powers cognition) is running on autopilot and everything you’re doing goes well. However, when you’re feeling stressed, your immediate thoughts interfere with this process. Suddenly you’re examining every detail, second-guessing yourself, and often failing when you most want to succeed.":1,"#By Sian Beilock":1,"#Why We Overthink When We’re Stressed":1,"#<em ljsid-0=\"\">Overanalyzing</em>. If you’re getting bogged down in the irrelevant minutia of a current topic, thought, or situation to the point where you can’t act, step back and refocus on what matters. Elevate your thinking to a productive level by prioritizing your three most important decision criteria.":1,"#<em ljsid-0=\"\">Future tripping</em>. If you’re overly focused on future scenario planning, can’t celebrate current successes, and are agitated by your to-do list, practice bringing calmness into the present. Visualize your successful future to put current stressors into perspective. Identify and avoid your future tripping triggers.":1,"#<em ljsid-0=\"\">Future tripping</em>. If you’re overly focused on future scenario planning, can’t celebrate current...":1,"#<em ljsid-0=\"\">Rumination</em>. If you tend to fixate on negative feedback, continually review your past failures, and are overly cautious about making another mistake, take steps to get rumination under control. Designate a daily “worry time,” then let your thoughts go. Take steps to remediate the worries you have control over.":1,"#It’s easy to get trapped into overthinking. The result can be exhaustion, anxiety, and burnout. To avoid these outcomes, learn how to recognize and combat the following three forms of overthinking:":1,"#Three Types of Overthinking—and How to Overcome Them":1,"#You can tame your tendency to overthink by applying proven techniques, strategies, and best practices that address its root causes, signs and signals, and manifestations.":1,"#While perfectionism has some advantages, it can also lead to overthinking, delaying decisions, and avoiding challenges. The best decisions are made not by overthinking but by combining data with intuition.":1,"#Ruminating, imagining fearful future scenarios, and overanalyzing are the three common forms of overthinking.":1,"#Overthinking, which is often a response to stress, can lead to diminished productivity and decision-making, and can compound stress rather than relieve it. It can negatively impact both businesses and individuals.":1,"#In <strong ljsid-1=\"\">Managing Overthinking</strong> from the HBR Emotional Intelligence Series, experts spanning the disciplines of psychology, cognition, professional development, innovation, and information technology share insights, guidance, and best practices on how to tame overthinking and do your best thinking in any situation and under any circumstance.":1,"#ISBN: 979-8-89279-082-6":1,"#HBR Emotional Intelligence Series":1,"#myths-of-work":1,"#Many studies have disproven the myth that <em ljsid-1=\"\">working from home reduces productivity</em>. In many circumstances,...":1,"#ISBN: 978-1-3986-0857-3":1,"#by Ian MacRae":1,"#Clicking this link will redirect to relevant products for the Author Ian MacRae.":1,"#This article discusses the benefits of implementing a marketing maturity model in higher education marketing. A marketing maturity model is a structured framework that assesses and measures the effectiveness and sophistication of marketing capabilities and strategies. The model aims to guide the journey towards better alignment with strategic objectives, more effective resource allocation, increased use of data, and higher overall marketing performance. The six benefits of using a marketing maturity model include assessment and benchmarking, strategic alignment, resource allocation, continuous improvement, stakeholder communication, and professional development. Implementing a marketing maturity model can help universities improve their marketing efforts and achieve more effective and impactful strategies.":1,"#6 Reasons Why Higher Education Marketers Should Use a Marketing Maturity Model.":1,"#The article discusses rebranding, focusing on business strategies that attempt to increase brand relevance while preserving brand equity. Topics include the valuation of brands, consumer trust, brand research, positioning in advertising, and the development of outlines that articulate planned branding initiatives as of 2013.":1,"#KRISTIN LUCK":1,"#Balancing Equity and Relevance":1,"#Presentation Advantage by Kory Kogon, Dr. Breck England, and Julie Schmidt provides individuals with detailed, practical guidelines for creating successful presentations. Through examples, case studies, and references to Stephen R. Covey’s principles, the authors describe both the philosophy and the literal tasks presenters must follow to be effective.":1,"#Presentation Advantage":1,"#In the Harvard Business Review Press book Hardball, George Stalk and Rob Lachenauer explain that playing hardball in business means always playing to win. Businesses must exploit every legal means available to gain and use competitive advantages to acquire market share, build decisive advantages, and make permanent changes to their industries. Playing hardball is a mindset, but it also means following a set of guidelines for what to do—and what not to do—to stay in the game and win.":1,"#George Stalk, John Butman, Rob Lachenauer":1,"#Hardball":1,"#Contemporary culture is more impatient, distracted, and disconnected than ever before. In Got Your Attention?, Sam Horn demonstrates how to earn the attention and trust of coworkers, decision makers, or potential clients. Success simply requires updated persuasion, communication, and positioning techniques that are rooted in making genuine connections with other people. This can all be accomplished with Horn’s INTRIGUE approach.":1,"#Sam Horn":1,"#Got Your Attention?":1,"#The article discusses generating sales and getting referrals by building trust and rapport. It suggests doing so by gaining the competitive edge and creating a favorable first impression by showing up on time, being well-groomed and well-dressed, and having a positive attitude and being personable to an extent. Other suggestions include adjusting to the prospect's temperament style, being mindful of the body language, and listening actively to the prospect without interrupting.":1,"#How to Build Trust and Rapport Quickly":1,"#<span ljsid-1=\"\">35</span> of <span ljsid-3=\"\">35</span>":1,"#Restoring a Culture of Honor":1,"#To Be Honest":1,"#An Honest Effort":1,"#Engage with Honor":1,"#Basic Honesty":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">A.G. Lafley</strong></a>, the recently retired CEO of Procter & Gamble, serves on the board of Snap Inc. He’s the coauthor (with Roger L. Martin) of <em ljsid-2=\"\">Playing to Win: How Strategy Really Works</em>.":1,"#hbrs-10-must-reads-2018":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Joan C. Williams</strong></a> is Distinguished Professor of Law and Founding Director of WorkLife Law at the University of California, Hastings College of the Law. Her newest book is <em ljsid-2=\"\">White Working Class: Overcoming Class Cluelessness in America</em>.":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Anna Tavis</strong></a> is the academic director of Columbia’s program in human capital management and the perspectives editor at <em ljsid-2=\"\">People + Strategy</em>, a journal for HR executives.":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Andrew M. Rosenfield</strong></a> is the CEO and managing partner of TGG Group.":1,"#<strong ljsid-0=\"\">Steven Prokesch</strong> is a senior editor at <em ljsid-2=\"\">Harvard Business Review</em>.":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Michael E. Porter</strong></a> is a University Professor at Harvard, based at Harvard Business School. He is the coauthor (with Robert S. Kaplan) of “How to Solve the Cost Crisis in Health Care” in <em ljsid-2=\"\">Harvard Business Review</em>.":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Roger L. Martin</strong></a> is a former dean of the Rotman School of Management at the University of Toronto. He is the coauthor (with A.G. Lafley) of <em ljsid-2=\"\">Playing to Win: How Strategy Really Works</em>.":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Karim R. Lakhani</strong> </a>is a professor of business administration at Harvard Business School and the principal investigator of the Crowd Innovation Laboratory at the Harvard Institute for Quantitative Social Science.":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Rahul Kapoor</strong></a> is an associate professor of management at the Wharton School.":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Robert S. Kaplan</strong></a> is a senior fellow and the Marvin Bower Professor of Leadership Development, Emeritus, at Harvard Business School. He is the coauthor (with Michael E. Porter) of “How to Solve the Cost Crisis in Health Care” in <em ljsid-2=\"\">Harvard Business Review</em>.":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Daniel Kahneman</strong></a> is the Eugene Higgins Professor of Psychology Emeritus at Princeton University. He was awarded the Nobel Prize in Economic Sciences in 2002 for his work (with Amos Tversky) on cognitive biases.":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Marco Iansiti</strong> </a>is the David Sarnoff Professor of Business Administration at Harvard Business School.":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Francesca Gino</strong></a> is a professor at Harvard Business School, a faculty affiliate of the Behavioral Insights Group at Harvard Kennedy School, and the author of <em ljsid-2=\"\">Sidetracked: Why Our Decisions Get Derailed, and How We Can Stick to the Plan</em>. She cochairs an HBS executive education program on applying behavioral economics to organizational problems.":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Linnea Gandhi</strong> </a>is a managing director at TGG Group.":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Peter Cappelli</strong> </a>is a professor of management at the Wharton School and the author of several books, including <em ljsid-2=\"\">Will College Pay Off? A Guide to the Most Important Financial Decision You’ll Ever Make</em>.":1,"#<strong ljsid-0=\"\">Tom Blaser</strong> is a managing director at The Greatest Good Group (TGG Group).":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Scott Berinato</strong></a> is a senior editor at Harvard Business Review and the author of <em ljsid-2=\"\">Good Charts: The HBR Guide to Making Smarter, More Persuasive Data Visualizations</em>.":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Ron Adner</strong></a> is a professor of strategy and entrepreneurship at Dartmouth College’s Tuck School of Business, where he holds the David T. McLaughlin D’54, T’55 endowed chair.":1,"#Leading without micromanaging.":1,"#Embracing turnover.":1,"#Forging a collaborative, multidisciplinary team.":1,"#Building a bridge over the “valley of death” and moving discoveries to commercial development.":1,"#Focusing on high impact problems that will improve society.":1,"#Bob Langer, the head of the Langer Lab at MIT’s Koch Institute for Integrative Cancer Research, has been dubbed “the Edison of medicine.” His philosophy is to change the world. To date, Langer has more than 1,100 current and pending patents that have been licensed or sub-licensed to companies. Langer’s success can be attributed to five factors:":1,"#Steven Prokesch":1,"#The Edison of Medicine":1,"#<em ljsid-0=\"\"></em> <em ljsid-2=\"\">Transformation. </em>High novelty and high complexity/coordination requirements are characteristics of these applications. They’ll gain traction last but will deliver enormous value. Smart contracts are an example.":1,"#<em ljsid-0=\"\">Substitution. </em>These applications have low novelty and high complexity/coordination requirements. They face high barriers to adoption and require careful planning. Cryptocurrencies are an example.":1,"#<em ljsid-0=\"\"></em> <em ljsid-2=\"\">Localization. </em>Such applications have high novelty and low complexity/coordination requirements. A local private blockchain is an example.":1,"#<em ljsid-0=\"\">Single use.</em> This is the easiest place to start. Single-use applications have low novelty and low complexity/coordination requirements. A blockchain-based alternative payment method is an example.":1,"#<em ljsid-0=\"\">Blockchain technology</em> is an open, distributed ledger that records transactions in permanent and verifiable ways. Despite the hype, it will be years before blockchain transforms business and government. Blockchain is a foundational technology, and its adoption will be based on factors related to novelty and complexity. A framework based on these two factors suggests four possible outcomes:":1,"#Marco Iansiti and Karim R. Lakhani":1,"#The Truth About Blockchain":1,"#<em ljsid-0=\"\">Don’t write off blue-collar resentment as racism.</em> Law enforcement is one of the few employment sectors open to Americans without a college degree. When elites write the police off as racists, it’s a class-based insult.":1,"#<em ljsid-0=\"\">To connect with white working-class voters, focus on economics.</em> Political parties need economic programs that can deliver middle-class jobs. To date, Democrats have instead been focused on cultural issues.":1,"#<em ljsid-0=\"\">Class divisions have translated into geography.</em> Class conflict is correlated with the urban-rural divide. In middle America, many working-class men are unemployed or on disability.":1,"#<em ljsid-0=\"\">The working class resents the poor. </em>Means-based programs that help the poor and exclude the working class promote class conflict. Many in the working class resent poor people who are hard living and engage in destructive behaviors while receiving free benefits.":1,"#<em ljsid-0=\"\">Working class means middle class, not poor.</em> White working-class men want stable, full-time jobs that don’t require a college degree. Trump has promised this.":1,"#As both political parties march toward the next presidential election, they must acknowledge five things:":1,"#American politics today is driven by a class culture gap. The white working class resents educated professionals but admires the rich like Donald Trump. They also value “straight talk,” which is why Trump’s blunt words appeal to them. High school educated men are comforted by Trump’s promise of a world without political correctness and a return to an earlier era of traditional gender roles.":1,"#What So Many People Don’t Get About the U.S. Working Class":1,"#Encouraging social accountability for change by posting each unit’s ratings and pay raises by race and gender or establishing a corporate diversity task force.":1,"#Exposing managers to employees from different groups. Self-managed teams and rotation programs are helpful.":1,"#Engaging managers in initiatives like mentoring programs or college recruitment programs targeting minorities.":1,"#More effective ways to promote diversity include:":1,"#Other common diversity initiatives are also flawed. Around 40 percent of companies use mandatory hiring tests to combat bias. Yet, managers often selectively utilize the tests or they ignore the results. Annual performance ratings also don’t lead to fair pay and promotion decisions, since raters frequently give low ratings to women and minorities. Grievance procedures are useless, since most employees don’t report discrimination.":1,"#Most traditional diversity programs focus on “outlawing” bias, but command-and-control approaches to diversity rarely succeed. Despite the evidence, around half of mid-size companies and all Fortune 500 companies still utilize traditional diversity training.":1,"#Frank Dobbin and Alexandra Kalev":1,"#<em ljsid-0=\"\">Voice and encourage dissenting views.</em> Actively look for disconfirming evidence, create dissent by default, and recognize courageous dissenters.":1,"#<em ljsid-0=\"\">Foster broader perspectives.</em> Encourage employees to view problems from several angles and hire individuals with diverse points of view.":1,"#<em ljsid-0=\"\">Create challenging experiences.</em> This can be done by maximizing variety, adding novelty into work, identifying opportunities for learning and growth, and giving employees responsibility.":1,"#<em ljsid-0=\"\">Question the status quo and encourage others to do the same.</em> Emphasize that the organization isn’t perfect. Continually ask “why?” and “what if?”":1,"#<em ljsid-0=\"\">Encourage employees to utilize their signature strengths.</em> It can be helpful to tailor jobs around employee strengths.":1,"#<em ljsid-0=\"\">Give employees opportunities to be themselves.</em> Leaders should tell employees what needs to be done, rather than how to do it. Other best practices are enabling employees to define their missions and solve problems on their own.":1,"#When employers encourage workers to conform to the status quo, it results in decreased engagement, lower productivity, and less innovation. A better approach is to adopt six strategies that promote <em ljsid-1=\"\">constructive nonconformity</em>:":1,"#Francesca Gino":1,"#Let Your Workers Rebel":1,"#Despite the promise of new evaluation techniques, many organizations still struggle with challenges like aligning individual and company goals, rewarding performance, identifying poor performers, avoiding legal problems, and managing feedback.":1,"#<em ljsid-0=\"\">The need for teamwork. </em>Focusing on individual accountability, rather than forced rankings, promotes a team-oriented environment.":1,"#<em ljsid-0=\"\">The need for agility. </em>Rapid innovation means that employees are continually redeployed to new types of work. As a result, performance systems that assess past or current practices aren’t helpful.":1,"#<em ljsid-0=\"\">The return of people development. </em>With tighter labor markets, companies are enhancing talent management and striving to retain employees.":1,"#Over one-third of American companies have stopped using annual performance appraisals in favor of more frequent and informal check-ins. This shift has been motivated by three business reasons:":1,"#Peter Cappelli and Anna Tavis":1,"#The Performance Management Revolution":1,"#Bundled payments have three advantages over capitation. They promote integrated and multidisciplinary care, accountability for outcomes, and cost reductions. As a result, patients will receive better care and have more choices.":1,"#To maximize patient value, bundled payments must cover the overall care to treat a condition, be contingent on delivering a good outcome, be adjusted for risk, provide a fair profit for effective care, and release providers from responsibility for unrelated care or catastrophic cases.":1,"#The United States’ fee-for-service health system poses a major obstacle to improving care delivery, since it rewards service quantity rather than quality or efficiency. Efforts are underway, however, to shift to value-based reimbursement. One option is <em ljsid-1=\"\">capitation</em>, in which a health care organization receives a fixed, annual payment per covered life. This money must address the needs of the entire patient population. <em ljsid-3=\"\">Bundled payments</em> are another alternative: Providers are paid for the care of a patient’s medical condition across the entire care cycle. Of the two options, bundled payments are best suited to transform health care delivery.":1,"#Michael E. Porter and Robert S. Kaplan":1,"#How to Pay for Health Care":1,"#<em ljsid-0=\"\">The illusion of resilience.</em> If the new ecosystem emerges slowly and the existing ecosystem isn’t extended, there will be little change. However, once the new ecosystem becomes strong, substitution will occur quickly. Incumbents must recognize that their market share will eventually dwindle.":1,"#<em ljsid-0=\"\">Robust coexistence.</em> If the new ecosystem emerges quickly but the existing ecosystem also improves quickly, competition between the two technologies will emerge and they’ll coexist. Incumbents should aggressively invest in the new ecosystem.":1,"#<em ljsid-0=\"\">Robust resilience.</em> If the new ecosystem emerges slowly and the existing ecosystem also improves quickly, new technology adoption will be slow. Incumbents should aggressively upgrade their offerings.":1,"#<em ljsid-0=\"\">Creative destruction.</em> New technologies will quickly dominate the market if the new ecosystem emerges quickly and the old ecosystem can’t be extended. Incumbents should look for niche positions for the old technology.":1,"#Ecosystems comprise technologies, services, standards, and regulations. Organizations must consider how quickly an ecosystem will mature, which will then lead to new technology adoption. They must also examine how quickly a new technology ecosystem may overtake an existing ecosystem. Four possible scenarios are:":1,"#Competition between new and old ecosystems.":1,"#The broader ecosystem.":1,"#Most organizations struggle to identify the timing of technological changes that can disrupt businesses. Two factors that affect technology adoption are:":1,"#Ron Adner and Rahul Kapoor":1,"#Right Tech, Wrong Time":1,"#<em ljsid-0=\"\">Everyday dataviz</em> involves simple charts conveying a single message through a small number of variables. They’re often used for storytelling in formal presentations.":1,"#<em ljsid-0=\"\">Visual discovery</em> may be used for testing hypotheses, for which the goal is visual confirmation using common chart types. These visualizations may also be used to mine data for patterns, where data-driven visualizations generate new insights.":1,"#<em ljsid-0=\"\">Idea generation</em> is used in informal, collaborative settings like working sessions or brainstorming. The goal is to capture information in rapid sketches.":1,"#<em ljsid-0=\"\">Idea illustration</em> requires a simple design that clearly communicates ideas. These visualizations are usually incorporated into presentations and teaching. Key skills are design and editing.":1,"#Managers must be adept at visually communicating information. Visual communications can be divided into four categories:":1,"#Visualizations That Really Work":1,"#One way to address noise problems is to replace human judgment with algorithms. Predictive formulas, called <em ljsid-1=\"\">reasoned rules</em>, can be developed without outcome data. If your company decides to implement algorithms to support decision making, you must ensure that people maintain ultimate control. For example, as employees gather information, they should be provided with checklists and questions to guide data collection, intermediate judgments, and final decisions.":1,"#Human judgment is often inconsistent. This “noise” has a negative effect on accuracy and is an invisible tax on corporate profitability. To determine the impact that human judgments have on a business, organizations may want to conduct a “noise audit.”":1,"#Daniel Kahneman, Andrew M. Rosenfield, Linnea Gandhi, and Tom Blaser":1,"#Noise: How to Overcome the High, Hidden Cost of Inconsistent Decision Making":1,"#While these guidelines make sense in sectors with clear industry boundaries, they may be less relevant in disruption-prone industries. In such cases, it may be helpful to leverage the company’s familiar core skills in a new format.":1,"#<em ljsid-0=\"\">Keep communication simple.</em> The human brain absorbs simple messages more rapidly than complex ones.":1,"#<em ljsid-0=\"\">Innovate inside the brand.</em> Rebranding or repackaging can break customer habits. Companies should reinvent in ways that maintain existing cumulative advantage.":1,"#<em ljsid-0=\"\">Innovate inside the brand.</em> Rebranding or repackaging can break customer habits. Companies should reinvent in...":1,"#<em ljsid-0=\"\">Design for habit.</em> Ideally, consumers automatically select the company’s product or service.":1,"#<em ljsid-0=\"\">Become popular early. </em>This may be achieved through free offers or aggressive pricing.":1,"#Companies often rebrand with the hope of retaining competitive advantage. Research suggests, however, that customer loyalty results from making the same purchasing decisions repeatedly. To extend competitive advantage, a company must make its value proposition a habit, not a choice. Companies that extend their competitive edge through cumulative advantage follow four rules:":1,"#A.G. Lafley and Roger L. Martin":1,"#Customer Loyalty Is Overrated":1,"#<em ljsid-0=\"\"></em> <em ljsid-2=\"\">Blockchain. </em>Widespread adoption of blockchain is years away. Single-use applications with low coordination requirements are a good starting point.":1,"#<em ljsid-0=\"\"></em> <em ljsid-2=\"\">Diversity. </em>Traditional diversity programs are ineffective. Better approaches include mentoring, self-managed teams, rotation programs, and social accountability.":1,"#<em ljsid-0=\"\">Employee engagement.</em> <em ljsid-2=\"\">Constructive nonconformity</em>, which encourages employees to be themselves, utilize their strengths, and broaden their thinking, helps promote engagement, productivity, and innovation.":1,"#<em ljsid-0=\"\">Health care.</em> When it comes to value-based reimbursement for health care, bundled payments could improve patients’ experiences.":1,"#<em ljsid-0=\"\"></em> <em ljsid-2=\"\">Technology. </em>Depending on ecosystem conditions, new technologies can generate <em ljsid-4=\"\">creative destruction, robust resilience, robust coexistence,</em> or the <em ljsid-6=\"\">illusion of resilience</em>.":1,"#<em ljsid-0=\"\"></em> <em ljsid-2=\"\">Visualizations. </em>Managers must master four types of data visualizations: <em ljsid-4=\"\">idea illustration, idea generation, visual discovery</em>, and <em ljsid-6=\"\">everyday dataviz</em>.":1,"#<em ljsid-0=\"\">Customer loyalty.</em> To maintain customer loyalty, companies must become popular early, design for habit, innovate inside the brand, and simplify communications.":1,"#Key points from 11 of the most cutting-edge, influential articles published in <em ljsid-1=\"\">Harvard Business Review</em> in 2018 address topics such as:":1,"#Effective leaders examine trends and ideas across different disciplines, then decide how to apply those insights to their businesses. <strong ljsid-1=\"\">HBR’s 10 Must Reads 2018</strong> from Harvard Business Review Press identifies these key trends and curates relevant thought leadership articles on these topics, including customer loyalty, employee engagement, technology, and health care.":1,"#ISBN: 978-1-63369-306-7":1,"#©2018 by Harvard Business School Publishing Corporation":1,"#The Definitive Management Ideas of the Year from Harvard Business Review":1,"#HBR’s 10 Must Reads 2025":1,"#In Harvard Business School Publishing’s HBR’s 10 Must Reads 2016, Harvard Business Review provides a collection of the best management ideas, practices, and insights from the past year. The book covers a diverse range of topics, including digital technologies, strategy execution, and superior office design. Complete with real company profiles as well as summaries of some of today’s most cutting-edge research, HBR’s 10 Must Reads 2016 is the essential guidebook for all managers and executives looking to maintain their companies’ competitive edge in the evolving landscape of business.":1,"#HBR's 10 Must Reads 2016":1,"#In HBR’s 10 Must Reads 2019 from Harvard Business Review Press, 25 of the world’s foremost thought leaders and business experts share their research, ideas, and advice on the most critical themes in business. These authors cover topics that inspire leaders to embrace the power of artificial intelligence, remain competitive in the hub economy, and promote diversity in their organizations. Backed by research, best practices, and critical insights, the articles help leaders to bolster their knowledge and make sense of the ever-evolving context of the modern world of work.":1,"#HBR’s 10 Must Reads 2019":1,"#Effective leaders examine trends and ideas across different disciplines, then decide how to apply those insights to their businesses. HBR’s 10 Must Reads 2018 from Harvard Business Review Press identifies these key trends and curates relevant thought leadership articles on these topics, including customer loyalty, employee engagement, technology, and health care.":1,"#HBR's 10 Must Reads 2018":1,"#413 Results found for <span ljsid-1=\"\">\"Honda accord 2018\"</span>":1,"#<strong ljsid-0=\"\"><a ljsid-0-0=\"\">David Benjamin</a></strong> is an author, speaker, and consultant whose career spans 25+ years helping executives, senior leaders, and their teams get from a complex challenge to decisions and actions in days. David is a complexity expert; project, software, and business process architect; and advisor to Fortune 500 leadership teams worldwide. He frequently writes and speaks on a wide range of topics related to complexity, effective and efficient problem-solving, and human dynamics in systems. He is the co-author of <em ljsid-2=\"\">Cracking Complexity</em>.":1,"#All of this is true when it comes to dealing with big, high-priority, complex challenges, and much of what I've said also applies to any meetings that you have on a day-to-day basis.":1,"#But that's only half the battle. You also need to create the conditions for them to have great interactions, great conversations with each other. And we call those collisions, lots of them, fast. In this video, we're going to talk about how to create those conditions.":1,"#But that's only half the battle. You also need to create the conditions for them to have great interactions, great conversations with each...":1,"#Clicking this link will redirect to relevant products for the Speaker David Benjamin.":1,"#by David Benjamin":1,"#Food insecurity, exacerbated by climate-change driven events, has become a global problem. Providing relief depends on an accurate forecast of both food insecurity levels and vulnerable households and populations. AI-driven predictive models can quickly and accurately make these assessments, enabling more efficient and effective relief efforts.":1,"#Effective disaster preparedness depends on creating neighborhood vulnerability and risk assessments prior to a disaster. By combining satellite imagery with risk factors, AI allows researchers to create household-level risk assessments that inform preemptive action that reduces the damage severity from potential future events.":1,"#When a natural disaster causes building damage, time is of the essence in evaluating where and how much damage has occurred so that those impacted can be rescued and further risk can be minimized. Researchers have developed an AI-driven imaging solution that delivers post-disaster building damage assessments three times faster than any similar solution, allowing quicker response times.":1,"#Natural disasters take a significant toll on human populations. With its ability to manage and manipulate a wide variety of robust data sets, AI can be a powerful tool in the ability to predict, respond to, and mitigate these disasters and to give the vulnerable a voice.":1,"#Humanitarian Action":1},"version":202835}]