6 Rules That Should Be Guiding Your Career — Business Insider
Daniel Pink’s The Adventures of Johnny Bunko: The Last Career Guide You’ll Ever Need conveys a number of principles about the world of work that everyone should take note of.
Why? Though Pink doesn’t bog the story down with academic research, all of his core ideas are backed up by plenty of studies, many of which I’ve posted about in the past.
Emergency planning — Harvard Gazette
Harvard’s biggest impact on the problem may not come from a specific invention or the University’s own efforts to decrease its carbon footprint, but rather through the efforts of students and alumni as they take leadership positions in the world, several speakers said. That impact, however, can be realized only if students leave Harvard with the knowledge to both understand and act on the problem.
If you’ve ever read comments on a political website, it can appear that people, in general, aren’t willing to see any viewpoint other than their own. They can almost seem incapable of fathoming how someone could hold an opinion opposite the one they have. But as it turns out, people actually are a lot more flexible than that. Researchers in Sweden managed to get people to support opinions opposite of the ones they originally held by tricking them into thinking they supported them in the first place.
Lars Hall, a cognitive scientist at Lund University, led the research team that pulled the old switcheroo. They polled 160 volunteers with a survey consisting of 12 questions spread out over two pages, but the first page included a secret hidden set of variant questions just under the original. When the volunteers pushed the page back to read and answer the second page, a patch of glue pulled the original answers off to reveal the layer underneath. The catch? Two of these questions were reworded to support a stance opposite what the original question asked.
Know Which Strategy Style Is Right for Your Organization — Harvard Business Review
Companies that correctly match their strategy-making processes to the competitive circumstances of their industry, business function, or geographic markets perform better than those that don’t. But,as I discussed my last post, far too many lack a systematic way to do so. In that post I explained how choosing a strategy for setting strategy required asking two questions about your situation: How unpredictable is your environment? How much power do you or others have to change that environment? The answers give rise to four styles for executing strategy: classical, adaptive, shaping, and visionary.
Building brands in emerging markets — McKinsey Quarterly
As the rapid growth of emerging markets gives millions of consumers new spending power, those consumers are encountering a marketing environment every bit as complex and swiftly evolving as its counterpart in developed countries. Product choices and communication channels are exploding; so is the potential of digital platforms; and, as everywhere, consumer empowerment is on the rise.