To simplify the complexity of human experience, the brain categorizes things, grouping them together, which reduces sensitivity to differences. These categories become beliefs and stereotypes. The unconscious associations with a stereotype become bias.
Book summary slides to accompany the research dose: Reflecting on Bias
Even before the unprecedented Covid-19 crisis, leaders struggled with increasing environmental volatility, uncertainty, complexity and ambiguity. In response, they sought to improve business agility, hoping the ability to quickly adapt would equip their organizations to better manage emerging threats and fleeting opportunities....
A racist or antiracist is not who we are, but what we are doing in the moment.
Today’s fast growth, globally diverse organizations demand "big teaming": intense collaboration across professions and industries that often have completely different mindsets and even be antagonistic to each other....
In this video short, Carol Kauffman discusses the importance of managing our own judgments to better help ourselves and others through crisis.
Leadership now is more important than ever, and you don’t need a fancy job or title to lead during the COVID-19 pandemic. Professor Bill George says leaders today must be focused, resilient, intuitive, and adapt quickly, among having other important skills.
In such uncertain times, we look to our leaders, but how do you manage an organization through COVID-19—a crisis unlike any we've ever experienced? Professor Dutch Leonard and CMCO Brian Kenny use Zoom to discuss crisis management and what actions leaders can take now.
Although Covid-19 is clearly a catastrophe, it offers what every social scientist craves: a “natural experiment” that allows us to compare different responses to similar shocks. We have already learned much about what does and doesn’t work in tackling the virus itself. We can also glean profound lessons about the role of leaders.
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