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This tag is associated with 32 posts

Ten lesser-known psychological states everyone should be aware of

1. DysphoriaOften used to describe depression in psychological disorders, dysphoria is general state of sadness that includes restlessness, lack of energy, anxiety, and vague irritation. It is the opposite of euphoria, and is different from typical sadness because it often includes a kind of jumpiness and some anger. You have probably experienced it when coming … Continue reading

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What Your Emotions Say About Your Work

From:  What Strong Emotions Reveal About the Way You Work BY GEOFFREY JAMES Emotions are more than just what you feel. They’re powerful signals that you need to make changes in the way you work and the way you think about work. Frustration This emotion tells you to be patient. Something isn’t happening as quickly as you’d prefer, … Continue reading

Four Steps to Keeping Your New Year’s Resolutions

From: “ HOW TO KEEP YOUR RESOLUTIONS  By KATHERINE L. MILKMAN and KEVIN G. VOLPP, January 3, 2014, NY Times     1. Make a concrete plan. When you do so, you both embed your intentions firmly in memory (which reduces forgetting) and make it harder to postpone good behavior, since doing so requires breaking an explicit commitment to … Continue reading

Twelve Irrational Things We Do (and What We Can Do About It)

Rational Emotive Behavior Therapy (REBT)  was created and developed by the American psychotherapist and psychologist Albert Ellis. REBT is a practical, action-oriented approach to coping with problems and enhancing personal growth. It places a good deal of its focus on the present: on currently-held attitudes, painful emotions and maladaptive behaviors that can sabotage a fuller experience of life. … Continue reading

How to Succeed at Your Goals

Set an ambitious goal. It shouldn’t be outlandishly difficult, but it should be enough of a stretch that you’ll be excited to work toward it. Nobody who sets a goal of losing 5 pounds miraculously loses 20. Be specific. It’s not enough to simply envision yourself succeeding at a goal. Multiple studies have shown that intention fails … Continue reading

Eight Great Leadership Lessons from Garrett Reisman, Former NASA Astronaut

1) Have a grand vision – Elon Musk, SpaceX CEO, CTO As a leader, you can inspire and motivate your team to tremendous effect by communicating a vision in a clear, straight-forward way.  But don’t think small – raise the bar really really high.  Elon wants us to make the human species multi-planetary.  That’s different … Continue reading

How to Make Good Decisions

(From Dan Heath, author of Decisive: How to make better choices in life and work)  Multitrack your options when you are facing a difficult decision. (Having multiple options leads to better decisions.)   When you consider multiple things simultaneously, you’re actually learning a lot about the shape of the problem —the important factors involved—and that knowledge … Continue reading

Where will business value be found in the 21st Century?

Less-Valued: General knowledge More-valued: Judgment Why? Search engines will be attached to our brain Less-Valued: Knowing more than one major spoken language More-valued: Sales in any language Why? We’ll have universal translators Less-Valued: Coding More-valued: Art Why? Building things will be much easier. Designing aesthetics will always be hard. Less-Valued: Test scores More-valued: Combining left-brained … Continue reading

Downtown Project: How Tony Shieh plans to revitalize Las Vegas (and what it can tell us about other urban cores)

from: http://downtownproject.com We’ve allocated $350 million to aid in the revitalization of Downtown Las Vegas. We’re investing $200 million in real estate, $50 million in small businesses, $50 million in education, and $50 million in tech startups through the VegasTech Fund. We aim to: BRING TOGETHER COMMUNITIES OF PASSION. Community development is more about the people … Continue reading

The SCARF theory of NeuroLeadership

Neuroscience has shown that the brain makes 5 threat vs. reward evaluations every second. These evaluations are based on five key parameters, sometimes called SCARF:  SCARF S – Status C – Certainty A – Autonomy R – Relatedness F – Fairness   Consider a manager walking into a room full of her subordinates. Within the … Continue reading