Chris Riederer, Jake Hofman and I have just published a new paper on this topic which will be presented at CHI 2018. In it, we propose and test methods for generating perspectives. For example, why do we feel that “roughly the population of California” is better than “roughly 10 times the population of Oklahoma,” even though they’re about equally accurate and even if the person you are talking to is from Oklahoma? It turns out that 10x not an ideal multiplier for people to work with (strange, we know) and Oklahoma is not ideal to use in examples.
As a slightly more evolved adult, my perspective on rejection has shifted. I have much bigger priorities and levels of importance in my life than one single part. I have also dealt with new types of rejection (at work, in relationships, with a child, etc) more often than I did in the ‘old days.’
Luckily, ‘adulting’ can also mean that I don’t have to wallow in self-pity with no resources (or no lack of pride to tap into them). Knowing full well much of this is simply a perspective shift (what ain’t?), I’ll reject the rejection with maturity and grace (and also maybe-probably-definitely repeat ‘That show’s gonna suck without me’ – to myself, of course).
Even more importantly, though, leaders have to test for understanding. A leader has to put his or her finger on the pulse of the organization, so as to determine whether people heard and comprehended the message. How do you put your finger on the pulse of your firm? Certainly, managing by walking around helps. Meeting people informally, perhaps in small group lunches in the cafeteria, can be useful as well. Finding ways to solicit and address employee questions is crucial. Asking them to play back what they have heard from their managers is a useful technique. Listen carefullyas they speak to you. Don’t put words in their mouths. Ask them to be as specific as possible about the sources of their confusion.
Q: What does a care coordination failure look like?
A care coordination failure is anytime there’s a gap in your care. For instance, if you go to the hospital and your hospital visit was not communicated to your doctor, that would be a care coordination failure. Because you really need that continuity from the hospital back to your primary care, so you aren’t readmitted.
You can also think about care coordination between specialist and generalist. If you’re seeing a psychiatrist, are the medications you’re getting from your psychiatrist being communicated back to your primary healthcare clinician? Because the patients that are taking up the most healthcare resources have a lot of chronic conditions simultaneously, coordination among their different providers is really key, both to the patient’s health and to keeping costs down. Coordination failures are associated with overtreatment, undertreatment, hospital readmissions, and also, ultimately, because of the inability to control chronic conditions, fatality.
Source: Can Better Teamwork Save Lives?
For decades, psychologists have studied how long-term, meaningful goals develop over the span of our lives. The goals that foster a sense of purpose are ones that can potentially change the lives of other people, like launching an organization, researching disease, or teaching kids to read.
Indeed, a sense of purpose appears to have evolved in humans so that we can accomplish big things together—which may be why it’s linked to better physical and mental health. Purpose is adaptive, in an evolutionary sense. It helps both individuals and the species to survive.
Many seem to believe that purpose arises from your special gifts and sets you apart from other people—but that’s only part of the truth. It also grows from our connection to others, which is why a crisis of purpose is often a symptom of isolation. Once you find your path, you’ll almost certainly find others traveling along with you, hoping to reach the same destination—a community.
Here are six ways to overcome isolation and discover your purpose in life.
Source: How to Find Your Purpose in Life
You may perceive the world the way your friends do, according to a Dartmouth study finding that friends have similar neural responses to real-world stimuli and these similarities can be used to predict who your friends are.
The researchers found that you can predict who people are friends with just by looking at how their brains respond to video clips. Friends had the most similar neural activity patterns, followed by friends-of-friends who, in turn, had more similar neural activity than people three degrees removed (friends-of-friends-of-friends).
Published in Nature Communications, the study is the first of its kind to examine the connections between the neural activity of people within a real-world social network, as they responded to real-world stimuli, which in this case was watching the same set of videos. (A pdf of the study is available upon request.).
“We always talk about the four ‘c’s of improv: creativity, critical thinking, collaboration and communication,” says Deana Criess, director of ImprovBoston’s National Touring Company, about how she teaches the form to seventh-graders. To persuade students to abandon their fear of mistakes, she insists on unconditional support to all answers, then works to build trust among the group and invite risk-taking. “Once we have confidence in our ideas and in our teammates, we can free ourselves up to have fun,” she says. “So support, trust, risk, confidence and fun. That’s what improv is all about,” Criess says.
Actually choosing a strategy entails making decisions that explicitly cut off possibilities and options. An executive may well fear that getting those decisions wrong will wreck his or her career.
The natural reaction is to make the challenge less daunting by turning it into a problem that can be solved with tried and tested tools. That nearly always means spending weeks or even months preparing a comprehensive plan for how the company will invest in existing and new assets and capabilities in order to achieve a target—an increased share of the market, say, or a share in some new one. The plan is typically supported with detailed spreadsheets that project costs and revenue quite far into the future. By the end of the process, everyone feels a lot less scared.
This is a truly terrible way to make strategy. It may be an excellent way to cope with fear of the unknown, but fear and discomfort are an essential part of strategy making. In fact, if you are entirely comfortable with your strategy, there’s a strong chance it isn’t very good.
And when it comes to ideas, there are basically two kinds of people:
Those who struggle to come up with what feels like good ideas
Those gifted with a ton of ideas, but who struggle to pick the right idea to pursue
And because struggling stinks, the good news is that no matter which of these two camps you’re from, what follows can help you.
As for me, I come from camp #2. Ideas come to me in waves, and when the waves hit they’re like tsunamis. I’ve got the debris—dozens of notebooks and countless sticky notes, napkins, even birch bark with my barely legible notes about the idea on them—stuffed in manila envelopes to prove it.
My problem, however, used to be that when it came time to work on a new thing—in my case a new article, video, book, or business, for example—I’d review all my ideas and feel… CONFUSED AND OVERWHELMED.
Because there were actually many ideas scribbled in my notebooks and stuffed in my manila envelopes that were good. And how on earth do I pick just one idea? Especially if I was going to be investing significant amounts of my time and energy into it.