Just because someone is high up on the organisational ladder doesn't make them influential. If it did, top-down change projects would always succeed. There are other factors that create influence far more than status does qaspire.com/2015/12/21/real-… By @tnvora#100RepeatTweets no.35
If we improve how we think, we also improve how we lead teams, develop people, innovate, solve important problems and grow as individuals. Here are a few pointers from Charles Chu - in a ##sketchnote summary
Full post at: qaspire.com/2018/09/26/5-poi…#criticalthinking#fb
A global study of 26,000 people on engagement & resilience at work during 2020 found only14% of workers were fully engaged & 15% highly resilient. The two most powerful drivers of both engagement & resilience? 1) Trust; 2) Sense of belonging: sloanreview.mit.edu/article/… Via @mitsmr
ART IS THE ONLY REVOLUTIONARY FORCE (J. Beuys). With 1000 participants we joined Arawana Hayashi's long-awaited book "Social Presencing Theater:” From old-style systems thinking (of the head) to embodied systems sensing (of our whole being). See image by Olaf Baldini below #ulab
.@Apple puts Hong Kongers, Tibetans, Uyghurs, Chinese & Taiwanese fighting for freedom at risk of surveillance and persecution by the government of China #StopAppleCensorship
Humanity seems to be obsessed with quick answers silver bullet solutions (ideally the on-size-fits-all kind). Yet a brief reflection on history shows us — more often than not — that yesterday’s solutions turn into today’s problems. ...
medium.com/age-of-awareness/…