This past August the MOR team gathered to build relationships, develop our skill sets and think about the future. Our objectives were simple: connect, align, upgrade, enjoy.
I suspect that you, like me, must answer “yes.” From a neuroscience perspective, our brains are constantly, subconsciously scanning the world around us seeking to identify and examine “events” of note – for example, the school bus that went down my street this morning at
Earlier this summer we introduced the idea (in a series of Tuesday Readings, as referenced below) that if we understand how our brain works, we can better understand why we react the way we do. I wrote, then, that the individual’s brain, in the days of our early ancestors, had one key goal – survival, avoiding threats and seeking food (rewards). And, avoiding threats had a much higher priority with five times more neural networks devoted to threat detection than to identifying rewards.
On April 1 we reached out to the MOR Leaders alumni on behalf of Ed Clark, fellow program alum and current CIO of University of St Thomas, with a survey on "IT Centralization and the Innovation Value Chain in Higher Education". This was part of his PhD dissertation work, in which I am happy to report he passed and earned his degree. Congratulations Dr. Ed! As an expression of appreciation, Ed has drafted a summary of his findings to share with you all. Below please find that output.
As I listened to an interview with Rick Levin this morning, CEO of Coursera, what seems to me as a decreasing value of content, was further being validated.
Over the past years, we’ve written about the skill of listening several times. (You can check them out at MOR Insights.) Today, I want to return to that topic with some data. Today’s Tuesday Reading is Jack Zenger and Joseph Folkman’s essay What Great Listeners Actually Do which appeared on a recent HBR blog.
So, what do I do now?
Correcting a Bad One
Keep that “elevator speech” fresh!
SCARF :: A User’s Guide
The focus of the past two issues of the Tuesday Reading has been on neuroscience and change. Today’s essay continues this theme, providing some practical suggestions as to how you can employ SCARF to better understand yourself and to manage and lead others.