Drops from the Fire Hose – September 14, 2012

Why Working More than 8 Hours a Day can Kill You — Forbes

If you’re accustomed to being the last one to leave the office, new research may offer you cause to rethink your routine.

The study, published in the American Journal of Epidemiology, shows that a combination of stress, raised blood pressure and unhealthy diets stemming from long working hours may be the cause of thousands of workers’ serious health problems.

It’s Time For Breakthrough Capitalism — Co.Exist

There are periods of creative destruction when an old, dying order comes apart at the seams, opening up the space for a new order currently struggling to be born. That’s what the Austrian economist Joseph Schumpeter told us, mapping the cycles. And now here we go again.

A decade or two from now, the “long year” straddling 2011 and 2012 will likely be seen as one of those pivotal transitions, like when the development of “breakthrough” steam engines fueled the Industrial Revolution. The question is whether our incrementalist mindsets (think of the disappointingly weak outcomes of the this year’s Rio+20 summit) will trigger a vicious downward spiral toward breakdown–as seems possible in the Eurozone crisis or with oceanic fisheries–or whether the crisis will spark a positive spiral of innovation which delivers breakthrough business solutions and, ultimately, true system change

Do You Need To Be A Jerk To Be A Successful Entrepreneur? — TechCrunch

I recently read Ben Austen’s WIRED article about Steve Jobs, which prompted me to put together my thoughts about the tradeoffs of being a successful entrepreneur. Austen’s article draws a caricature of Jobs and puts forth a series of false choices. After reading it, you might be convinced that you can either be a jerk and successful or decent and mediocre. Let’s take a look at some of the examples that the article highlighted from Jobs’ life.

How to Get People to Work Together — Wall Street Journal

ealistic when they treat each member of a team equally, says Mark de Rond, a professor at the University of Cambridge’s Judge Business School.

De Rond’s new book, “There Is an I in Team,” urges managers not to ignore employees’ differing work style and ability. Workers on a team must collaborate, but — so goes the book’s argument — individuals vary in performance and motivation, so they should not be paid the same or subjected to identical rules.

Strategic Philanthropy: Who Wins and Loses? — Nonprofit Quarterly

I am beginning to believe that the notion of so-called “strategic philanthropy,” in all of its beguiling and shape-shifting forms, is a very powerful accomplice in transforming the funding ecology and structure of the nonprofit sector. Quite simply, it shifts the onus for creativity and decision making to those who have control of the finances and narrows, in many cases, the number of groups with whom philanthropists have to reciprocally communicate as they “focus” ever more acutely not just on the outcomes they hope for but on their preferred strategy for production of those outcomes. And this smaller number of grantees become the anointed—the chosen.


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