Louie Schwartzberg: Hidden miracles of the natural world
https://www.youtube.com/watch?v=FiZqn6fV-4Y
We live in a world of unseeable beauty, so subtle and delicate that it is imperceptible to the human eye. To bring this invisible world to light, filmmaker Louie Schwartzberg bends the boundaries of time and space with high-speed cameras, time lapses and microscopes. At TED2014, he shares highlights from his latest project, a 3D film titled "Mysteries of the Unseen World," which slows down, speeds up, and magnifies the astonishing wonders of nature.
TEDTalks is a daily video podcast of the best talks and performances from the TED Conference, where the world's leading thinkers and doers give the talk of their lives in 18 minutes (or less). Look for talks on Technology, Entertainment and Design -- plus science, business, global issues, the arts and much more.Find closed captions and translated subtitles in many languages at http://www.ted.com/translate
Pogledajte kako su se mijenjale granice u Europi
http://www.tportal.hr/vijesti/svijet/194391/Pogledajte-kako-su-se-mijenjale-granice-u-Europi.html
Bloomberg
http://www.bloomberg.com/leaders/
Wisdom Is a Slippery Construct
http://www.bloomberg.com/news/2014-07-01/wisdom-is-a-slippery-construct.html
Leadership Is About to Get More Uncomfortable
http://www.bloomberg.com/news/2014-07-01/leadership-is-about-to-get-more-uncomfortable.html
In our recent book, “Leadership 2030: The six megatrends you need to understand to lead your company into the future,” we examined the repercussions of the convergence of major forces like globalization, climate change, increased individualism, and accelerating digitization.
Among our findings is that leadership in the future will involve increased personal and business-level discomfort. Leaders will have to cope with the blurring of private and public life – and they will have to forge new relationships with competitors and employees. This requires new skills and mindsets. Ego is on its way out.
Technology alone offers several sources of discomfort. Leaders will increasingly be called to evaluate and implement new technologies they don’t always understand and can’t control, from the cost-benefits of data automation to balancing consumer concerns with data mining opportunities to gauging the commercial value of bitcoin and other new concepts. As connectivity-enabling technology and virtual workplaces change how people interact, leaders must engage employees across cultures and business roles through new mediums. Leaders must acquire digital wisdom, even if they lack digital knowledge.
Leaders motivated by power over others will not thrive in this new world.We will see more “altrocentric” leaders, who understand that leadership is a relationship and will therefore primarily focus on others rather than themselves. Adept at engaging rather than commanding, they see themselves as just one integral part of the whole. Altrocentric leaders will be capable of long-term vision encompassing both global and local perspectives.
Do You Really Want to Be Yourself at Work?
http://www.bloomberg.com/news/2014-06-23/do-you-really-want-to-be-yourself-at-work-.html
Signs You’re Being Passive-Aggressive
http://www.bloomberg.com/news/2014-06-20/signs-you-re-being-passive-aggressive.html
When was the last time you did any of the following at work?
You didn’t share your honest view on a topic, even when asked.
You got upset with someone, but didn’t let them know why.
You procrastinated on completing a deliverable primarily because you just didn’t see the value in it.
You praised someone in public, but criticized them in private.
You responded to an exchange with, “Whatever you want is fine. Just tell me what you want me to do,” when in actuality, it wasn’t fine with you.
Here are five strategies to consider:
1. Recognize the behavior. It’s important that you recognize which circumstances or situations drive you to be passive-aggressive. Knowing what they are helps you consciously explore other ways to respond. Start by thinking about the circumstances that bring out these behaviors: Who was involved? How did the situation unfold? How did you react? What happened? Do you see a pattern? Chris recognized that when he felt like his contributions were not valued or like he wasn’t being heard, he resorted to a passive-aggressive stance. This particularly true in leadership team meetings where Chris felt like he had to defend marketing’s role, value, and resources to the rest of the organization. He had a hard time understanding why he was always being tested.
2. Identify the cause. There is likely an underlying cause for your passive-aggressiveness — it can be a fear of failure (a desire for perfection), a fear of rejection (a desire to be liked), or a fear of conflict (a desire for harmony). It’s critical to understand the root of the issue so that you can address it head on and determine whether your fear is warranted. For Chris, the root cause was a fear of conflict and the belief that if others valued him, they wouldn’t push and question him and his group. In effect, Chris equated any sign of conflict with not being valued. Yet, nothing could be further from the truth. Others questioned marketing because they saw it as a critical part of the business and wanted to ensure its success. When Chris realized how his beliefs were driving his passive-aggressive behavior, he saw how important it was to change his default response.
3. Be honest with yourself. Once you understand the underlying reasons for your behavior, you need to be honest with yourself about what you really want. Continuing to veil or deny your feelings will only perpetuate the passive-aggressive response. What is it that you truly think? What is it that you really want to say? What outcome are you hoping for? Then think about how to express that desire in a direct, but respectful, way.
4. Embrace conflict. A large part of letting go of passive-aggressive behavior is accepting that conflict happens. Conflict at work (or anywhere) is not necessarily a bad thing if you make an effort to move through it productively. Seek mutual understanding (not to be mistaken with mutual agreement) of each other’s positions and recognize that even if you don’t agree with someone, it typically does not mean that the relationship is in jeopardy. By accepting that engaging in conflict enhanced what his division had to offer rather than derailing its work, Chris more readily took part in those interactions. Instead of shutting down the exchanges by offering a fake agreement or withholding critical feedback, he respectively disagreed and asked questions to better understand his colleagues’ perspectives.
5. Get input. Working on any behavioral change is hard. It’s easy to be overly critical of your own efforts or simply disappointed that you’re not seeing enough progress. For that reason, it’s important to check in with others on how you’re doing. Share what you’re working on with a few folks that you trust. Periodically, ask them how you’re doing. Do they get the sense that you’re just talking the talk, or actually walking the walk? Chris’s road was not an easy one and every now and then he defaulted back to his passive-aggressive response. But over time, those occasions became more and more rare as Chris focused on being direct and clear in what he wanted to communicate. Some of his confidantes did a good job holding him accountable, even going as far as kicking him under the table during team meetings if he started showing the passive-aggressive behavior that he’d worked so hard to shed.
Managing your own passive aggressive behaviors is about getting rid of the incongruity between your internal dialogue — what you think — and your external actions — what others see and hear. Not only will aligning your thoughts with your actions build trust with your work colleagues; you’ll increase your own self-confidence and trust in yourself. And there is nothing passive-aggressive about that.