Renata Salecl is Centennial Professor at the department of law at the London School of Economics, Visiting Humanities Professor at George Washington University in Washington, DC, Visiting Professor at Duke University in Durham, NC and Fellow at Remarque Institute at NYU.She is currently working on a book Tyranny of Choice, which analyses why late capitalist insistence on choice increases feeling of anxiety and guilt.
Making Innovation Happen
A Global Aggregation of Leading Edge Articles on Management Innovation, Creative Leadership, Creativity and Innovation.
This is the official blog of Ralph Kerle, Chairman, the Creative Leadership Forum. The views expressed are his own and do not represent the views of the International or National Advisory Board members. Tweet ______________________________________________________________________________________
Entries in behaviours (43)
Another great TED presentation. We all think we're good at making choices; many of us even enjoy making them. Sheena Iyengar looks deeply at choosing and has discovered many surprising things about it. For instance, her famous "jam study," done while she was a grad student, quantified a counterintuitive truth about decisionmaking -- that when we're presented with too many choices, like 24 varieties of jam, we tend not to choose anything at all. (This and subsequent, equally ingenious experiments have provided rich material for Malcolm Gladwell and other pop chroniclers of business and the human psyche.)
Here is a fun little tool to assist you analyse the language of your blog and comparing it to your Myers Briggs type to produce a blog personality type. And below is the result for the Creative Leadership Forum.
The analysis indicates that the author of http://www.thecreativeleadershipforum.com/creativity-matters-blog/ is of the type:
INTJ - The Scientists
The Scientists enjoy theoretical work that allows them to use their strong minds and bold creativity. Since they tend to be so abstract and theoretical in their communication they often have a problem communicating their visions to other people and need to learn patience and use concrete examples. Since they are extremely good at concentrating they often have no trouble working alone.
The criminal brain has always held a fascination for James Fallon. For nearly 20 years, the neuroscientist at the University of California-Irvine has studied the brains of psychopaths. He studies the biological basis for behavior, and one of his specialties is to try to figure out how a killer's brain differs from yours and mine. About four years ago, Fallon made a startling discovery. It happened during a conversation with his then 88-year-old mother, Jenny, at a family barbecue. "I said, 'Jim, why don't you find out about your father's relatives?' " Jenny Fallon recalls. "I think there were some cuckoos back there." Fallon investigated. "There's a whole lineage of very violent people — killers," he says.
Seeking Common Ground in Conversations Can Stifle Innovation and Reward the Wrong People : Research: Stanford GSB
The best baseball players don't always get elected All-Stars. And the Nobel Prize doesn't always go to the most deserving member of the scientific community. This, according to a pair of recent studies, is because such recognition can depend upon how well known an individual is rather than on merit alone. Moreover, because it's human nature for people to try to find common ground when talking to others, simple everyday conversations could have the unfortunate side effect of blocking many of the best and most innovative ideas from the collective social consciousness. "In our research, we found that people are most likely to talk about things they think they have in common with others, rather than topics or ideas that are more unusual or striking," said Nathanael J. Fast, a PhD student at the Stanford Graduate School of Business. Fast is one of three authors of the paper "Common Ground and Cultural Prominence: How Conversation Reinforces Culture," with Chip Heath of the Stanford Business School, and George Wu of the Booth School of Business at the University of Chicago. "This has the effect of reinforcing—or even institutionalizing—the prominence of familiar cultural elements over ones that are perhaps more deserving."