I’m raising some questions about the problems with groupthink in teams in this series of posts. Most work gets done by teams, but then some
Many of the problems with teams are obvious, yet some are hidden from view. You may think your team is running along smoothly—and on the
When’s the last time you evaluated your work groups for team effectiveness? A recent survey found that 91 percent of high-level managers believe teams are
None of us starts a career with the expertise we need. We learn as we go, we develop the intuitive thinking skills we need. Some
I’ve been taking a peak behind the curtain at what goes on when we use intuitive thinking to arrive at solutions. In the work I
While some enjoy promoting its seemingly magical qualities, intuition isn’t some mysterious gift or touchy-feely psychic ability. There’s science behind it, which means you can
Let me ask you this: Do you trust your intuitive thinking? Or do you rely more on data and analyses? Here’s some information that might
Let me ask you something about your work habits. Are you letting digital devices overwhelm you and eat away at your ability to focus and
The ability to ask creative questions has sparked innumerable inventions. Questions asked in the right way leads to breakthrough thinking and disruptive innovations, such as
If you want to inspire people at work to create breakthrough thinking, start by asking them innovative questions, like “Why?” “What if…?” “How might we…?”
Business is an active, demanding endeavor. Only those who consistently apply themselves succeed. Organizations that thrive require leaders who actively dream, plan, engage, solve, pursue,
Surveys and studies indicate global job dissatisfaction is at a two-decade high. Disengaged employees account for nearly 70 percent of the workforce, which significantly affects
Most employees favor consensus-run organizations where leaders manage democratically through inclusion and feedback. Consensus-style leadership is a refreshing alternative to tyrannical leadership, but democracy, taken
Sudden information is generally incomplete, incorporating whatever is available at the moment. By contrast, leaders sift through information, take time to gather data, and draw
