Ingredients: A challenging topic, participants, rules and processes for conducting the conversation, (if the number of participants is large), and a “container.”
The need for peace and quiet
Today’s Tuesday Reading, It Began with Curiosity, is an essay by Jill Purdy, Director of Finance at the University of Nebraska-Kearney. [She may be reached at firstname.lastname@example.org.]
Her essay first appeared as a program reflection earlier this year.
Almost every time I travel from Cambridge to Boston, I cross the Longfellow Bridge. The central piers of the bridge feature four carved, ornamental stone towers, which give rise to another name for the bridge, the “Salt and Pepper Bridge,” which many of us still use. Originally opening in 1906, the bridge replaced previous bridges and ferry services going back to 1630. Since 2013 the bridge has been the subject of a $250 million restoration and rehabilitation effort which is expected to be completed in late 201
Over that past two years, the Tuesday Reading has focused twice on difficult conversations, both with others, Managing Difficult Conversations, and in the form of self-talk, Neuroscience – Managing Self-Talk. Last week we turned again to Difficult Conversations and today, we return to the topic of self-talk.
noun, assured reliance on the character, ability, strength, or truth of someone or something
There are informal leaders in every organization. These are the people in the organization who, without formal title or authority, get things done, and done well, show others how to do them, and have a large network interconnecting many people in a variety of teams and organizations across the entire organization. Often we do not even know who these people are nor recognize their importance in our organization’s success or understand the breadth of their networks.
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.