Archive for the ‘communication’ Category

A new study says it’s due to the ‘glass ceiling effect’

Source: Women in the Workplace Lose Ambition As Careers Progress |


This summary of a study tells us that we might “blame the victim” when we expect women to persevere despite the realities of the workplace and of the surrounding society of the organization that they work for.
Then when that is understood, you can expand that view to racial inequalities where a minority may also discover and accept the limiting realities of their workplace and of the surrounding society of the organization that they work for.
“Loss of ambition” can occur to anyone at any time when perspective limits ambition. This can happen with work but also with education. This is not only important for why role models are important, but also for why communication of expectations and employer needs are not only the receiver’s responsibility for understanding, but is also the sender’s responsibility to consistently follow through. The messages of equal assessment need to compel equal, consistent results when those expectations are met. Success must be rewarded regardless of the identity and status of the achiever.
Using Occam’s Razor-type thinking, we can discard the gender, race, and ethnicity labels to simply blame the organizations culture and leadership for the lack of ambition in employees. The messages sent to employees can vary, but in the end, the perceptions and beliefs need to be understood and changed, requiring a more mindful approach to communicating expectations and rewarding employees consistently so that the messages are validated. Employees should not be expected to be crazy enough to ignore the limitations they perceive as a result of their own experiences and observations. They should not be expected to be crazy enough to maintain their ambition and perseverance.
Again though, these suggest implications in education as it does in work. There are implication in the teacher-student relationship just as there are implications in the employer-employee relationship.
How often do you find yourself doing that though? How often do you find yourself telling people to ignore the truth and to be crazy?

During World War II, natives on Pacific islands saw something most unusual. Strange men appeared, cleared long strips of land and built structures decorated with flags. Some of these men wore large cups over their ears, while others waved sticks and, almost magically, machines appeared from the sky carrying valuable cargo.

After the war ended, the men left and the supplies stopped coming. Some of the natives formed cargo cults which copied many of the the rituals the soldiers performed. They marched in formation, wore cups over their ears and waved sticks around. Alas, no airplanes ever came.

Clearly, the idea was patently absurd. Anybody who thinks that waving sticks will cause airplanes to appear is missing some basic principles about how air travel works. Yet many modern executives also believe by mimicking the tactics of others they will somehow achieve the same results. These “cargo cult strategists” don’t do much better than the islanders.


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Conflicts between people from different nationalities and cultures often stem from a lack of empathy or compassion for strangers in an outside group. This research is promising because it provides proof that empathy for members of other groups can be created simply by having a positive social interaction, which can lead to peaceful coexistence.

Source: Your Brain Can Learn to Empathize with Outside Groups | Psychology Today

It may seem like some people are born likable, but everyone is capable of developing charisma. No matter your personality, there are certain traits you can practice and apply to your own behavior that can possibly make you seem more magnetic, trustworthy, and influential. Here are the basics to developing charisma.

Source: How to Develop Your Charisma and Become More Likable

We don’t want to get in our own way. It’s not a goal of ours. We strive for just the opposite: to achieve effective, optimal thinking for effective results. We want to make the “right” decision. And we want our decisions to “stand the tests of time.” If we are to be held accountable in a performance appraisal, we want our decisions to stand up, not fall down, under scrutiny. So we look for solutions to this problem of perspective. This is a driver behind our pursuits of various movements appearing in leadership, education, and knowledge worker advice sites: mindfulness and humility.

Source: We Don’t Know What We Think We Know | Duane Sharrock | LinkedIn

Modeling and embodying desired behaviors are each important, commonly called “walking the talk”, but even in the “walking”, you can’t forget to, at least occasionally, talk. Spreading the messages that you need to spread in order to lead is valuable. You also need to spread messages in order to influence the culture of your organization, building, or department or classroom. Communication is a significant piece of culture building. People need to get the message.Delivering the message isn’t like cooking meat in a crockpot: you don’t say it once a

Source: “Are You Talking to Me?”

Multicultural meetings can be tricky to lead. “People bring their cultural baggage with them wherever they go—and that includes the workplace,” says Jeanne M. Brett, professor of dispute resolution and negotiations at Kellogg School of Management. Communication styles vary from culture to culture as do notions of authority and hierarchy, which only heightens the potential for misunderstanding and hard feelings. “If you don’t prepare for cultural differences and anticipate them at the front end, they’re a lot harder to deal with after the fact,” she says. It’s daunting but you needn’t feel overwhelmed, says Erin Meyer, a professor at INSEAD and the author of The Culture Maps. Approach your cross-cultural meeting with an open mind. And, have faith in your abilities because “you likely have more experience than you know,” adds Andy Molinsky, professor of organizational behavior at Brandeis University International Business School and the author of the book Global Dexterity. “You’ve probably run meetings where there was quite a lot of diversity, be it gender diversity, functional diversity, seniority diversity, or just different personalities—culture is one more element,” he says. Here are some ideas to help ensure that your multicultural meetings go smoothly.

Source: How to Run a Meeting of People from Different Cultures

The Smartest Way to Respond to a Friend in Need

Source: Free Courses for Decision Making And Reasoning – | The Smartest Way to Respond to a Friend in Need