• Skip to content
  • Skip to primary sidebar

Right Attitudes

Ideas for Impact

Social Dynamics

Penang’s Clan Jetties: Collective Identity as Economic Infrastructure

July 7, 2025 By Nagesh Belludi Leave a Comment

Penang's Clan Jetties: Collective Identity as Economic Infrastructure

Earlier this year in Penang, Malaysia, I took a heritage tour of the historic Clan Jetties—floating neighborhoods founded by Chinese clans and built on communial support systems and patrilineal lineage. These aren’t just relics of the past, with weathered wooden walkways and shrines in doorways. They are vibrant, multi-generational communities—economic and familial ecosystems still alive with purpose.

More than cultural curiosities in a UNESCO World Heritage site, the jetties serve as a functional blueprint. Each clan shares a common surname, tracing its ancestry to a specific immigrant group from Fujian or other southern Chinese provinces. This reinforces generational bonds and collective identity.

What makes the Clan Jetties remarkable is how moral and cultural foundations shape their economy. Business isn’t just transactional—it’s relational, grounded in duty and shared identity. Families pool labor and resources across generations, while the clan acts as a safety net. Their strength lies in a moral ecosystem built on loyalty and authority—values central to collectivist cultures. Meaning comes not just from personal success, but from contributing to a shared legacy. Clans offer support—both financial and domestic—forming an informal but dependable social safety net.

Contrast that with the American entrepreneurial model, where founders often play the lone hero. Individualism—born of Enlightenment ideals—has driven innovation and freedom, but also fragmentation, isolation, and a relentless winner-takes-all mindset. When support systems falter, individuals are left vulnerable.

Confucian Filial Piety's Role in Chinese Clan Social Support What struck me most in Penang is how Confucian values—often dismissed as rigid—are anything but. They animate daily life: in the blending of commerce and kinship, reverence for elders, and collective memory embedded in each home. In a world fractured by consumerism and digital detachment, it’s moving to witness a system that binds people not only by contract, but by shared obligation and fate.

Singapore’s Lee Kuan Yew captured this tension well. He viewed Confucian values not as limitations, but as strategic assets—cultural capital that supported economic growth and social cohesion. A pragmatist, he believed progress wasn’t about shedding the past wholesale, but preserving what worked. And across many Southeast Asian Chinese communities, values like filial piety and loyalty have proven their worth in both tradition and results.

I left with a deep appreciation for the durability and moral architecture of their support systems. These structures don’t just sustain businesses or offer security—they preserve memory, duty, and an enduring sense of purpose. There’s something here worth learning—not to abandon individualism, but to balance it with renewed commitment to collective responsibility and cultural continuity.

Wondering what to read next?

  1. The Double-Edged Sword of a Strong Organizational Culture
  2. Why You May Be Overlooking Your Best Talent
  3. There’s Real Danger in Religious Illiteracy
  4. The Business of Popular Causes
  5. Embracing Cultural Sensitivity: A Case Study of Akira Kurosawa’s Oscar Speech

Filed Under: Business Stories, Leadership, Leading Teams Tagged With: Diversity, Entrepreneurs, Group Dynamics, Philosophy, Psychology, Risk, Social Dynamics, Teams

Some Influencers Just Aren’t Worth Placating

June 27, 2025 By Nagesh Belludi Leave a Comment

Some Influencers Just Aren't Worth Placating Recent news of Carnival Cruise Group’s decision to ban two “influencers” after a run of negative reviews has sparked a spirited debate online.

Many are quick to label the move as corporate censorship, but a closer look reveals it’s often just basic business sense. This wasn’t about silencing genuine critique—it was about a company recognizing that some forms of “feedback” are merely thinly veiled demands from the perpetually aggrieved.

These influencers weren’t ordinary customers offering fair assessments. Their dissatisfaction seemed to operate as a business model, consistently leveraged for perks like free cruises, suite upgrades, and even a comped wedding. When complaints reliably yield such significant compensation, dissatisfaction ceases to be an affliction and instead becomes a profitable asset. To be banned for one’s “opinion,” when that “opinion” primarily consists of a tiresome enumeration of petty defects after repeated indulgence, isn’t martyrdom—it’s simply mistaking self-importance for actual consequence.

More broadly, this incident reflects the growing commodification of outrage in the digital age. Social media thrives on grievance, and the influencer economy demands perpetual dissatisfaction. Negative reviews generate more engagement, effectively turning critique into performance rather than honest, balanced appraisal. The notion that discomforts—however generously compensated—constitute a public service worthy of widespread dissemination speaks volumes about the peculiar vanity of our time.

Carnival’s move isn’t a crackdown; it’s a necessary correction. Businesses have their limits—budget cruise lines cater to specific market segments and set clear expectations. When influencers review these companies as if they were luxury brands and consistently post negative reviews based on unmet, unrealistic expectations, they unfairly damage the company’s reputation. Removing those who ceaselessly publicize a company’s purported defects, even after extensive placation, isn’t suppression—it’s long-overdue pragmatism.

Criticism is healthy, but the expectation that companies must endlessly placate serial complainers isn’t consumer advocacy—it’s entitlement masquerading as accountability.

Wondering what to read next?

  1. A Sense of Urgency
  2. Is The Customer Always Right?
  3. Confirm Key Decisions in Writing
  4. The Loss Aversion Mental Model: A Case Study on Why People Think Spirit is a Horrible Airline
  5. Flying Cramped Coach: The Economics of Self-Inflicted Misery

Filed Under: Business Stories, Leadership, Managing People Tagged With: Assertiveness, Communication, Conflict, Customer Service, Decision-Making, Leadership Lessons, Marketing, Persuasion, Social Dynamics, Social Media

No Amount of Shared Triumph Makes a Relationship Immune to Collapse

June 16, 2025 By Nagesh Belludi Leave a Comment

The Bill Gates-Steve Ballmer Saga: Anicca and the Fragility of Bonds It’s heartening to see Steve Ballmer and Bill Gates sitting together with Satya Nadella to mark Microsoft’s 50-year milestone.

If ever a partnership embodied the sheer force of technological ambition, it was theirs. Few in history have generated as much wealth or propelled society forward with such far-reaching innovations. College friends from Harvard, they forged a unique alliance that drove Microsoft from its nascent stages. Their shared passion for technology fueled a brotherly dynamic, marked by intense camaraderie and frequent, spirited disagreements. These clashes, often born from their deep commitment to Microsoft’s vision, were a hallmark of their collaboration. Yet time inevitably deepened fractures, widening them into a chasm of competing visions and executive tensions.

In the rarefied atmosphere of corporate dominance, friendships are tested not by petty grievances but by grand ideological disputes over an industry’s future. Microsoft’s shift toward hardware under Ballmer’s late tenure—a move Gates was reportedly less than enthused about—became the wedge that drove them apart. And really, there’s something tragic in that. When two people have navigated an entire technological revolution together—made decisions that reshaped economies and personal computing itself—it seems unfair that something as pedestrian as strategic discord should undo decades of partnership. But leadership has a peculiar way of turning once-aligned minds into adversaries. The very qualities that made them an unstoppable duo—the confidence, the intensity, the refusal to back down—ensured that when they finally clashed, it was not over trivial disputes but the weight of conviction.

If Gates and Ballmer’s story reveals anything, it’s that relationships, no matter how formidable they appear, are fragile. They operate on a delicate equilibrium of trust, shared vision, and, crucially, a mutual commitment to the third entity—not just “me” or “you,” but the us that emerges in any meaningful bond. A relationship isn’t simply two people exchanging words and nodding along to each other’s ambitions; it’s a distinct, evolving structure that must be nurtured like any living thing. Ignore it too long—let personal priorities overshadow the collective effort—and the foundation weakens. In Microsoft’s case, the us that Gates and Ballmer cultivated for decades became untenable when their ambitions diverged irreconcilably. The sense of joint purpose faded, replaced by frustration, strategic disagreements, and the realization that neither would bend toward the other’s future.

That inherent fragility isn’t confined to boardrooms. It plays out in friendships, marriages, creative collaborations, and even casual acquaintances. The expectation of permanence—that comforting yet wholly misguided belief that great bonds are immune to external forces—is often what makes their erosion so jarring. When a once-unbreakable connection weakens, it can feel not just like loss but like a betrayal of everything built before. The past, once a steady foundation, becomes a burden. Resentment festers, assumptions go unchecked, and eventually, the inevitable rupture occurs. And yet, relationships have an odd way of being neither permanent nor entirely transient. As Gates and Ballmer’s more recent reunion suggests, some bonds don’t fully dissolve—they simply change shape. The early intensity of their partnership may have faded, but the shared history and mutual respect remain.

The impermanence of human relationships is not their failure but their nature. There’s a distinctly Buddhist quality to this cycle of attachment, separation, and reconnection. The concept of anicca reminds us that everything—from empires to personal friendships—is in constant flux. Clinging to the idea of unchanging relationships only leads to disappointment. Accepting their evolution allows for a different kind of appreciation—one rooted not in illusion, but in understanding.

Idea for Impact: The Gates-Ballmer saga reveals a bitter truth about the nature of life: great partnerships don’t fail—they collide, undone by ambition and the refusal to yield. To mourn their fracture is to misread history. The transience of relationships isn’t weakness but inevitability, and even the grandest alliances may eventually bow to time and competing will.

Wondering what to read next?

  1. Could Limiting Social Media Reduce Your Anxiety About Work?
  2. How Not to Handle a Bad Boss
  3. Managerial Lessons from the Show Business: Summary of Leadership from the Director’s Chair
  4. What to Do When Your Boss Steals Your Best Ideas
  5. When One Person is More Interested in a Relationship

Filed Under: Business Stories, Managing People, Mental Models Tagged With: Assertiveness, Bill Gates, Buddhism, Conflict, Getting Along, Microsoft, Negotiation, Relationships, Social Dynamics, Social Life

The Abilene Paradox: Just ‘Cause Everyone Agrees Doesn’t Mean They Do

May 19, 2025 By Nagesh Belludi Leave a Comment

The Abilene Paradox: Just Because Everyone Agrees Doesn't Mean They Do

Imagine this: your boss invites you to her housewarming party. She intentionally seeks an intimate gathering and isn’t particularly thrilled about your presence, yet she invites you because she thinks you might want to join the fun. So, you attend, even though you’d rather take a scenic hike with your kids, convinced that your boss is genuinely excited to have you there.

This scenario illustrates a curious phenomenon where individuals in a team make choices that contradict their true desires. Each person assumes that the others are on board, so they stifle their honest feelings to fit what they believe is the group consensus. There’s a sociological term for this phenomenon: The Abilene Paradox.

Take another scenario: in a meeting, the HR manager suggests a wellness program designed to reduce stress, trusting it’ll be a crowd-pleaser, even though she thinks it’s a bit foolish. Each team member harbors doubts, seeing the program as a distraction, but nobody speaks up. Afraid of being seen as a downer, they all nod in agreement, despite thinking it’s a terrible idea. In this case, a group makes a collective decision that contradicts the individual preferences of its members, often due to poor communication and a desire to avoid conflict.

The Abilene Paradox is a groupthink mistake that highlights the pitfalls of collective decision-making, resulting in wasted resources and frustration within the team. George Washington University management professor Jerry B. Harvey coined the term in his 1974 article, “The Abilene Paradox: The Management of Agreement.” The name stems from an amusing anecdote about a family trip, which can be summarized as follows.

On a blistering summer afternoon in Texas, a husband and wife languished on their porch, feeling utterly bored. The husband suggested a road trip to Abilene, thinking it would provide a refreshing change of scenery. Little did he know, his wife had reservations but kept quiet, hoping to please him. Their daughter, eavesdropping on their conversation, also opted not to voice her disinterest, believing she should join them if her parents wanted to go.

They packed the car and hit the road, despite none of them truly wanting to embark on this adventure. The journey was filled with discomfort and dissatisfaction. Finally, as they settled down to eat in Abilene, the truth came to light: none of them had wanted to go in the first place. Each family member had gone along with the plan, driven by false assumptions and a desire to avoid conflict, leading to a decision that nobody genuinely supported.

The Abilene Paradox underscores key ideas:

  • People may wrongly assume everyone agrees, creating a false sense of consensus—False Consensus.
  • Individuals often stay silent to avoid conflict, leading to decisions no one truly supports—Desire to Avoid Conflict.
  • Poor communication keeps people from sharing their real thoughts, reinforcing the paradox—Communication Breakdown.

To combat the Abilene Paradox and avoid agreeing to decisions that no one truly supports just to evade conflict, foster a culture that encourages open disagreement—your team should feel safe voicing differing opinions. You’ll make decisions that genuinely reflect the group’s interests. You’ll avoid false consensus and ensure you gain authentic buy-in from everyone involved.

Consider a tense cricket match as an example. Two batsmen at the crease find themselves in a dilemma when one hits a powerful shot toward deep cover. Both instinctively start to run, assuming the other wants a run, but they’re well aware of the risk of a run-out. Yet, neither communicates their intentions. The fielder hits the stumps just as one batsman reaches the crease, resulting in a narrow run-out. This example illustrates that clear communication—such as calling “yes” to run or “no” to stay put—could’ve prevented the misunderstanding and reduced the risk of a run-out.

Idea for Impact: Just because everyone’s enthusiastically agreeing with you doesn’t mean they genuinely support your idea. Keep that in mind when everyone claims to love your latest and greatest suggestion.

Wondering what to read next?

  1. Charlie Munger’s Iron Prescription
  2. How to Stimulate Group Creativity // Book Summary of Edward de Bono’s ‘Six Thinking Hats’
  3. To Make an Effective Argument, Explain Your Opponent’s Perspective
  4. How to Gain Empathic Insight during a Conflict
  5. Group Polarization: Like-Mindedness is Dangerous, Especially with Social Media

Filed Under: Effective Communication, Leading Teams, Mental Models Tagged With: Conflict, Conversations, Mental Models, Persuasion, Social Dynamics, Teams, Thinking Tools, Thought Process

New Rules of Language for the Digitally Baffled: Summary of Gretchen McCulloch’s ‘Because Internet’

November 4, 2024 By Nagesh Belludi Leave a Comment

New Rules of Language for the Digitally Baffled In Because Internet: Understanding the New Rules of Language (2019,) Canadian linguist Gretchen McCulloch explores the ever-evolving dynamics of language in the digital age. She explains numerous quirky details about how people type in text messages—those oddities you’ve probably noticed but never really understood.

The shift toward brevity and the informal nature of online communication have reshaped the way we interact, often giving the impression of a decline in linguistic standards—much to the frustration of prescriptivists who cling to traditional language rules.

Internet writing is a distinct genre with its own goals, and to accomplish those goals successfully requires a subtly tuned awareness of the full spectrum of the language. … Language is a thing that lives in the minds of individual humans at individual points in time, a thing that can’t be fully encompassed in a static list of uses like a game of chess.

McCulloch presents an engaging analysis of how new words, phrases, and slang continue to emerge and spread globally at an unprecedented rate, driven largely by social media. Rather than lamenting the habits of “kids these days,” she embraces the evolution of modern language, encouraging a fresh appreciation for the quirky, unpredictable, and often amusing ways we now communicate online.

'Because Internet' by Gretchen McCulloch (ISBN 0735210934) Throughout the book, McCulloch uncovers the curious nuances of texting—subtle details you’ve likely noticed but never fully understood. As an exercise in descriptivism, the book provides keen insights into the fluid nature of language in the digital age: why sparkly tildes became shorthand for sarcasm, how emojis are replacing words, and the linguistic significance of internet dialects like doge, lolspeak, and snek. You’ll also learn why your teenager replies “LOL” when nothing funny was said.

Now more than ever in history, communication extends beyond mere words; it’s about how we connect. It’s a game of linguistic dodgeball, filled with fast, cryptic slang, witty retorts that often mean the opposite of what they say, and so much brevity that half the message gets lost. You’re never quite sure if someone’s complimenting you or subtly roasting you!

Read Because Internet if you’re a writer, reader, social media user, or just someone who enjoys a good language deep dive. This sharp and witty blend of humor and analysis will have you second-guessing every text, status update, and tweet you’ve ever sent—often revealing more about yourself than you realized! It’s the perfect guide for anyone eager to stay “in the know” and navigate the ever-shifting, often bewildering language of social media culture.

Wondering what to read next?

  1. The Abilene Paradox: Just ‘Cause Everyone Agrees Doesn’t Mean They Do
  2. Cancel Culture has a Condescension Problem
  3. Charlie Munger’s Iron Prescription
  4. The Sensitivity of Politics in Today’s Contentious Climate
  5. Entitlement and Anger Go Together

Filed Under: Effective Communication, Managing People, Sharpening Your Skills Tagged With: Conflict, Conversations, Diversity, Mental Models, Social Dynamics, Writing

The Double-Edged Sword of a Strong Organizational Culture

September 9, 2024 By Nagesh Belludi Leave a Comment

The Double-Edged Sword of a Strong Organizational Culture Peter Drucker’s famous phrase, “culture eats strategy for breakfast,” underscores the vital importance of nurturing internal cultures within organizations. A robust organizational culture possesses a powerful influence, shaping the work environment, molding employees’ mindsets, and ultimately determining the organization’s overall success. The pursuit of cultivating workplace cultures has led to a plethora of models and methodologies, propagated by business schools and leadership consultants.

However, the enthusiasm for strong cultures as a cure-all for leadership challenges should be balanced with an understanding of the complexities they introduce.

While strong cultures offer undeniable advantages, they can unintentionally encourage groupthink, stifling diversity of thought and hindering adaptability to changing circumstances. Dissenting voices and alternative values may be marginalized or even excluded, all in the name of maintaining cultural consistency and safeguarding cultural alignment. This can create substantial pressure for individuals to conform.

Idea for Impact: Well-established cultures often resist change and deviations from established norms, sometimes regarding non-conformists as threats to the existing order. Strike a delicate balance between cultural cohesion and a deliberate focus on diversity and inclusion.

Wondering what to read next?

  1. Why You May Be Overlooking Your Best Talent
  2. Penang’s Clan Jetties: Collective Identity as Economic Infrastructure
  3. Let Others Shine
  4. Can’t Ban Political Talk at Work
  5. The Duplicity of Corporate Diversity Initiatives

Filed Under: Leadership, Leading Teams, Managing People Tagged With: Diversity, Group Dynamics, Networking, Social Dynamics, Teams, Workplace

Let Others Shine

August 28, 2024 By Nagesh Belludi Leave a Comment

Let Others Shine Got a brilliant idea? Share it freely and let others get in on the action.

Let them win. Let them look good.

Let them steal the spotlight and snag some of the credit.

Let everyone get a piece of the glory and bask in the collective success.

You’ll be amazed at how quickly things get done.

You’ll create a culture of collaboration that drives even greater achievements.

Idea for Impact: Help others win—when they shine, your own star rises faster.

Wondering what to read next?

  1. The Double-Edged Sword of a Strong Organizational Culture
  2. Buy Yourself Time
  3. The Curse of Teamwork: Groupthink
  4. Why You May Be Overlooking Your Best Talent
  5. The Never-Ending Office vs. Remote Work Debate

Filed Under: Leading Teams, Managing People Tagged With: Assertiveness, Getting Ahead, Networking, Social Dynamics, Social Skills, Teams, Workplace

The Pros and Cons of Leading by Consensus: Compromise and Accountability

July 22, 2024 By Nagesh Belludi Leave a Comment

Leading by Consensus: Compromise and Accountability Some HR folks encourage a consensual leadership style, where decisions are made through shared information and collaboration. This approach makes employees feel valued, fostering a harmonious and productive team. Plus, diverse viewpoints lead to well-rounded decisions (as with the Japanese Ringi-Seido decision-making process) that gain widespread support.

However, finding consensus requires extensive discussion, negotiation, and agreement, which can be time-consuming and slow decisions, especially when quick action is needed. Overemphasis on consensus can also stifle genuine opinions, creating a ‘herd mentality’ and making it hard for unique perspectives to be heard. Consensus often leads to compromises, resulting in middle-ground decisions rather than the best solutions. Additionally, shared responsibility can obscure accountability if things go wrong, even if the focus is on problem-solving rather than blame.

Idea for Impact: Consensus is not the goal; making the right call is. A manager’s job is to ensure all perspectives are heard and considered, and if necessary, to break ties and make the final decision.

Wondering what to read next?

  1. Consensus is Dangerous
  2. Ask for Forgiveness, Not Permission
  3. The Abilene Paradox: Just ‘Cause Everyone Agrees Doesn’t Mean They Do
  4. Never Make a Big Decision Without Doing This First
  5. The Curse of Teamwork: Groupthink

Filed Under: Leading Teams, Managing People Tagged With: Conflict, Conversations, Decision-Making, Meetings, Social Dynamics, Teams

Why Group Brainstorming Falls Short on Creativity and How to Improve It

July 18, 2024 By Nagesh Belludi Leave a Comment

Why Group Brainstorming Falls Short on Creativity and How to Improve It Seventy years ago, American advertising executive Alex Osborn impacted the field of management with his book Applied Imagination (1953.) This groundbreaking work introduced the concept of brainstorming, marking the beginning of a more collaborative and inclusive approach to leadership. At that time, the prevailing style of leadership was characterized by command-and-control, emphasizing silos and solitary decision-making. Executives relied on traditional chalkboard to-do lists to guide their actions.

Psychologists investigating the “illusion of group productivity” quickly discovered a significant flaw in brainstorming. Despite its intention to boost creativity and generate numerous ideas through collaboration, group brainstorming proved less effective than individual brainstorming, followed by the pooling of ideas.

Here’s an enhanced version of the group brainstorming practice that can foster better and more daring ideas. Begin by providing individuals or pairs with personal space for separate contemplation, allowing their thoughts to wander freely. Then, encourage them to share their ideas, including the unconventional and impractical ones, to ignite the group brainstorming session. This approach eliminates the awkwardness of everyone staring at each other in silence. Instead, it creates an environment conducive to fruitful discussions. It prevents anyone from monopolizing the conversation, attempting to prove others wrong, impressing superiors, or simply rambling for personal amusement. Furthermore, this approach effectively guards against premature judgment, which stifles creativity.

Wondering what to read next?

  1. How to Stimulate Group Creativity // Book Summary of Edward de Bono’s ‘Six Thinking Hats’
  2. Many Creative People Think They Can Invent Best Working Solo
  3. Empower Your Problem-Solving with the Initial Hypothesis Method
  4. Lessons from the Japanese Decision-Making Process
  5. The Curse of Teamwork: Groupthink

Filed Under: Effective Communication, Leading Teams, Mental Models Tagged With: Creativity, Critical Thinking, Meetings, Presentations, Social Dynamics, Teams, Thinking Tools, Thought Process

Empower Your Problem-Solving with the Initial Hypothesis Method

April 8, 2024 By Nagesh Belludi Leave a Comment

Empower Your Problem-Solving with the Initial Hypothesis Method McKinsey, the renowned management consultancy firm, is celebrated for its rigorous problem-solving methodology, famously known as the ‘McKinsey Way.’ This structured approach is centered on the concept of the Initial Hypothesis. When confronted with complex business challenges, McKinsey consultants embark on a process that begins with formulating an educated guess about the underlying issues or opportunities. This initial hypothesis isn’t mere speculation; it’s firmly rooted in preliminary research, data analysis, and market trends.

McKinsey’s Hypothesis-Driven Approach to Problem Solving

'The McKinsey Way' by Ethan Rasiel (ISBN 0070534489) Leveraging their deep industry expertise, McKinsey consultants draw upon their knowledge of similar situations to craft this initial hypothesis. It serves as the foundation for further investigation, offering a structured framework for problem-solving and acting as a testable proposition. As consultants delve deeper into the problem, they continuously assess and refine their hypothesis based on emerging insights and evidence.

Through this iterative process, McKinsey teams unearth hidden patterns, pinpoint root causes, and develop more robust recommendations for their clients. By grounding decision-making in sound reasoning and data-driven insights, McKinsey ensures that their solutions are not only effective but also thoroughly vetted and validated.

Get Grounded in Evidence, Navigate Problems with Structure

'The McKinsey Mind' by Ethan Rasiel (ISBN 0071374299) The McKinsey Initial Hypothesis method emphasizes clarity, evidence, collaboration, flexibility, and continuous improvement in problem-solving endeavors—starting with an initial hypothesis can significantly benefit your approach to complex problems, catalyzing data collection and detailed examination. By rigorously validating or invalidating your initial hypothesis and adjusting it accordingly, you’ll gain a deeper understanding of the problem, along with a clearer grasp of associated risks and opportunities.

Be aware of the limitations of the initial hypothesis approach, though. It may be influenced by preconceived notions or existing solutions, limiting creativity and exploration. In such cases, adopt a more exploratory approach to fully uncover and address the complexities of the problem at hand, especially when innovative solutions and fresh perspectives are required.

Wondering what to read next?

  1. Intellectual Inspiration Often Lies in the Overlap of Disparate Ideas
  2. How to Solve a Problem By Standing It on Its Head
  3. Why Group Brainstorming Falls Short on Creativity and How to Improve It
  4. Creativity by Imitation: How to Steal Others’ Ideas and Innovate
  5. Overcoming Personal Constraints is a Key to Success

Filed Under: Business Stories, Effective Communication, Leading Teams, Mental Models, Sharpening Your Skills Tagged With: Creativity, Critical Thinking, Decision-Making, Mental Models, Presentations, Problem Solving, Social Dynamics, Thinking Tools

Next Page »

Primary Sidebar

Popular Now

Anxiety Assertiveness Attitudes Balance Biases Coaching Conflict Conversations Creativity Critical Thinking Decision-Making Discipline Emotions Entrepreneurs Etiquette Feedback Getting Along Getting Things Done Goals Great Manager Leadership Leadership Lessons Likeability Mental Models Mentoring Mindfulness Motivation Networking Parables Performance Management Persuasion Philosophy Problem Solving Procrastination Relationships Simple Living Social Life Social Skills Stress Suffering Thinking Tools Thought Process Time Management Winning on the Job Wisdom

About: Nagesh Belludi [hire] is a St. Petersburg, Florida-based freethinker, investor, and leadership coach. He specializes in helping executives and companies ensure that the overall quality of their decision-making benefits isn’t compromised by a lack of a big-picture understanding.

Get Updates

Signup for emails

Subscribe via RSS

Contact Nagesh Belludi

RECOMMENDED BOOK:
Les Misérables

Les Misérables: Victor Hugo

Victor Hugo's profound tale of Jean Valjean's redemption and the saga of the endless battle between good and evil is considered one of the greatest novels of the 19th century.

Explore

  • Announcements
  • Belief and Spirituality
  • Business Stories
  • Career Development
  • Effective Communication
  • Great Personalities
  • Health and Well-being
  • Ideas and Insights
  • Inspirational Quotations
  • Leadership
  • Leadership Reading
  • Leading Teams
  • Living the Good Life
  • Managing Business Functions
  • Managing People
  • MBA in a Nutshell
  • Mental Models
  • News Analysis
  • Personal Finance
  • Podcasts
  • Project Management
  • Proverbs & Maxims
  • Sharpening Your Skills
  • The Great Innovators

Recently,

  • Most Writing Is Bad Because It Doesn’t Know Why It Exists
  • Penang’s Clan Jetties: Collective Identity as Economic Infrastructure
  • Inspirational Quotations #1109
  • Flying Cramped Coach: The Economics of Self-Inflicted Misery
  • Affection Is No Defense: Good Intentions Make Excellent Alibis
  • Inspirational Quotations #1108
  • Disrupt Yourself, Expand Your Reach.

Unless otherwise stated in the individual document, the works above are © Nagesh Belludi under a Creative Commons BY-NC-ND license. You may quote, copy and share them freely, as long as you link back to RightAttitudes.com, don't make money with them, and don't modify the content. Enjoy!