Social Dynamics

Why Brainwriting is Better than Brainstorming for Rapid Idea Generation

February 8, 2020 by Nagesh Belludi Leave a Comment

Most brainstorming sessions suck. Facilitators aren’t often skilled enough to direct the creative process and overcome interpersonal and intrapersonal barriers to idea-generation. Participants are not as organized as they need to be. One or two “meeting-hogs,” who lack self-awareness and self-control, dominate the conversations with their pet ideas and shut everyone else down. And then there’s groupthink and self-censorship based on responses to earlier suggestions by others. Consequently, bold ideas seldom survive a group discussion.

If you want to buck the odds, try “brainwriting” instead of brainstorming.

In its simplest form, brainwriting has the participants quietly reflect upon an open-ended prompt of appropriate scope, for example, “how could we improve our design process,” and write down their ideas. A group leader can organize the responses by combining identical ideas, grouping thematically-related ideas, and posting them on a wall for the group to appraise them further. Then, the participants vote on their favorites, and the top ‘n’ number of ideas or priorities are identified for future discussion and exploration.

Idea for Impact: Teams Don’t Think—Individuals Do

In essence, brainwriting isolates idea generation from the instantaneous discussion and evaluation that can hamper the creative process.

Brainwriting, when followed by discussion, combines the benefits of both individual and group creativity. Studies have repeatedly shown that people think of more new—and practical—ideas on their own than they do in a group.

In my experience, this creative thinking process is inclusionary, engaging, time-effective, non-judgmental, and mostly free from pressures to conform to others’ ideas. Brainwriting is particularly useful with a group of people who are reserved and would be unlikely to offer many ideas in an open group session.

Could Limiting Social Media Reduce Your Anxiety About Work?

July 15, 2019 by Nagesh Belludi Leave a Comment

In a recent article on “Facebook envy,” I wrote about how looking at the carefully curated lives of others on social media can provoke insecurities about one’s own accomplishments—or lack thereof.

In response, a blog reader directed me to journalist Keith Breene’s writeup about a study on why millennials aren’t happy at work. Here’s a précis:

Much of the stress and anxiety reported by twenty-somethings is caused by ruthless comparison with peers. Emerson Csorba, director of the consultancy Gen Y, reported one millennial describing the challenge like this: “If we are not doing something exceptional or don’t feel important and fulfilled for what we are doing, we have a hard time.”

Where is the pressure coming from? With millennials more connected than any previous generation, opportunities to compare levels of success are ubiquitous, creating anxiety and insecurity. The accomplishments of peers, shown on social media, are a constant prompt to examine millennials’ own successes or failures. The problem is made much worse by the fact that only positive achievements are posted—you only ever see the good stuff.

Even though everyone knows that social media is a kind of PR feed of people’s lives, when you spend so much time online, these messages can easily become overpowering.

Idea for Impact: Resist the Envious Consequence of Social Media

Everyone’s lives are far from perfect, notwithstanding the dreamy pictures they’re posting on social media.

Protect yourself and your own internal goodness from self-sabotage. Rejoice in your real accomplishments without needing to show off to anyone else or seek external validation. Care less for what other people think.

Life isn’t a competition. There isn’t a race to the finish lines.

Furthermore, making others envious should never be a motivation for curating your social media posts. Nothing good comes from trying to be the envy of others.

Doesn’t Facebook Make You Unhappy?

June 5, 2019 by Nagesh Belludi 1 Comment

If rampant trust and privacy issues, unrestricted tracking and misuse of your personal data, the superficiality of online relationships, and the perils of group polarization haven’t persuaded you yet to quit social media, consider the risks of “Facebook envy.” The pretenses of perfection on social media can make you compare your own life to an ideal that doesn’t really exist.

The Age of Envy: Seeing Your Friends Happy Can Make You Sad

Study after study confirms that Facebook and other social media contribute to unhappiness and feelings of inadequacy by providing a glimpse of just the highlights reel of other people’s lives.

When posting on Facebook, many people present their very best takes on their lives—their filtered descriptions tend to make their lives look more exciting. Everyone else’s vacations seem more fun, their relationships happier, and their jobs more exciting than your daily grind. Incidentally, they look younger, well dressed, and in-shape than you do too.

The Embellishment of Truths Makes Others Feel Discontented by Comparison

Catching up with others on social media can indeed make you feel jealous and envious. It’s in human nature that comparisons to lives that appear better than yours can bring you down. As the 18th century French philosopher Montesquieu wrote, “If one only wished to be happy, this could be horrible for the rest of civilization; but we wish to be happier than other people, and this is always difficult, for we believe others to be happier than they are.”

The obsession with self-image and the shallowness of friendships can stimulate your competitive inclinations to cherry-pick and portray an even sunnier facade of your lives.

The Never-ending One-upmanship on Facebook

Facebook is an outlet for the self-publicizing, narcissist human tendency—it is about creating positive impressions, often with the purpose of either enchanting or annoying others. And “where jealousy and selfish ambition exist, there is disorder and every evil thing” (New Testament, James 3:16.)

Social media have created this annoying compulsion to preserve a coherent and cheerful, public persona at all times. Your life must look picture-perfect, even if, under the wraps, you’re dealing with the burdens of everyday life. Moreover, given the urge to build this deceptive identity on social media, there’s little room for pessimism or honest portrayal of life’s realities.

Studies even detail how social media are contributing factors to cultivating feelings of inadequacy, depression, and other mental health issues in teenagers.

Idea for Impact: You Don’t Need Social Media to Participate in Society

Being on social media is a utility, a conduit—not an end in itself.

If you find yourself wasting time on social media or getting demotivated, consider using Facebook less or quitting it totally. Shun the narcissistic inclination to publicize the excruciating minutiae of your life.

Go engage flesh and blood people. Don’t just be interesting—be interested! You’ll be happier.

Charlie Munger’s Iron Prescription

May 22, 2019 by Nagesh Belludi Leave a Comment

Intellectual inquiry is effortful, and you need a durable internal push to engage in it.

An inflexible approach impedes critical-thinking. I’ve discussed previously (here, here, here, and here) that a sophisticated critical-thinker considers alternative world-views that may cause him/her to philosophize differently.

For example, if you cling rigidly to a “raise taxes on the wealthiest people” position, you are possibly unwilling to contemplate that, among other problems, higher taxes disincentivize productivity, promote economic behaviors to dodge taxes, and contribute to class warfare. Examining all sensible inferences and considering a variety of possible viewpoints or perspectives may help you to arrive at more moderate, practical positions that are conceivably within acceptable limits.

Charlie Munger’s Iron Prescription: Avoid Intense Ideology

One of the central wisdoms of Charlie Munger, Berkshire Hathaway’s Vice-Chairman and the distinguished beacon of multi-disciplinary thinking, is to keep an eye open for dangers that accompany in submitting to a particular ideology.

At his celebrated commencement address to the graduates of the University of Southern California Law School on May 13, 2007, Munger affirmed,

In my mind, I got a little example I use whenever I think about ideology and it’s these Scandinavian canoeists who succeeded in taming all the rapids of Scandinavia and they thought they would tackle the whirlpools in the Aaron Rapids here in the United States. The death rate was 100 percent. A big whirlpool is not something you want to go into and I think the same is true about a really deep ideology.

I have what I call an “iron prescription” that helps me keep sane when I naturally drift toward preferring one ideology over another. And that is I say, “I’m not entitled to have an opinion on this subject unless I can state the arguments against my position better than the people do who are supporting it.” I think only when I reach that stage am I qualified to speak.

…

This business of not drifting into extreme ideology is a very very important thing in life if you want to have more correct knowledge and be wiser than other people. A heavy ideology is very likely to do you in.

In the era of social media and group polarization, it’s easy to slip into confirmation bias by committing yourself to a self-imposed ideology.

As I’ve mentioned previously, studies have shown that associating with likeminded folks can make you even more disdainful of contradictory viewpoints. Nothing will ruin you faster than an ideology burrowing deeper in a closed mind.

Idea for Impact: Nothing deceives you as much as extreme passion

Stay away from intense ideologies until you’ve examined the opposing viewpoint. Don’t ignore the counterevidence. Consider the other side of any thought as carefully as your own.

Postscript: Munger’s other iron prescription concerns avoiding the victim mentality: “Whenever you think that some situation or some person is ruining your life, it is actually you who are ruining your life… Feeling like a victim is perfectly disastrous way to go through life. If you just take the attitude that however bad it is in any way, it’s always your fault and you just fix it as best you can—the so called iron prescription—I think that really works.” See my previous article on Charlie Munger and lessons on adversity.

Group Polarization: Like-Mindedness is Dangerous, Especially with Social Media

August 15, 2017 by Nagesh Belludi Leave a Comment

Group Polarization Strengthens of the Opinions of Each Person in the Group

When people who share opinions and beliefs get together in groups, they tend to be even more persuaded in their beliefs—they become extreme in their views. In other words, a group of likeminded people will reinforce one another’s viewpoints. This phenomenon is called group polarization.

Social psychologists reason that people use the choices and persuasions of others as heuristics to steer their lives in this complex world. As the English philosopher and mathematician Alfred North Whitehead once said, “Civilization advances by extending the number of operations we can perform without thinking about them.”

Social Media and Group Polarization

As people converge to likeminded people in virtual neighborhoods, they tend to operate in intellectual bubbles. Given that social media allows participants to curate their sources of information, it is easier than ever before for people to cruise through their day-to-day lives without meeting anyone who disagrees with them. Studies have shown that hanging around a group of likeminded folks makes people more scornful of differing viewpoints, than they are as individuals.

Group polarization explains partly the proliferation of fake news on social media—people accept dubious claims that support their own viewpoint while disregarding facts that conflict with their views. In the confusing times we live in, people get lost in the unstructured, unattributed noise of headlines and repeat the loudest declarations as facts without checking their soundness.

In 1996, MIT scholars Marshall Van Alstyne and Erik Brynjolfsson forewarned of an impending dark side to the newly interconnected world:

Individuals empowered to screen out material that does not conform to their existing preferences may form virtual cliques, insulate themselves from opposing points of view, and reinforce their biases. Internet users can seek out interactions with like-minded individuals who have similar values, and thus become less likely to trust important decisions to people whose values differ from their own.

The Persuasive Ability of Social Proof in Consumer Behavior

In the bestselling Influence: The Psychology of Persuasion, psychologist Robert Cialdini observes that advertisers tend to describe their products as “fastest-growing,” “#1 in the market,” or “best-selling.” Advertisers believe that consumers need to hear not only that a product is good, but also that others think so.

As per group polarization, when people are considering what to do or buy, they often look to what others are doing or have done, and take their cue from others. When a product, service, or an idea strikes out as particularly admired or prevailing, consumers intuitively take social proof that this is the right—and acceptable—choice.

Idea for Impact: Hanging Around with Like-Minded People is a Dangerous Intellectual Trap

The French entomologist Jean-Henri Fabre once wrote, “Seek those who find your road agreeable, your personality and mind stimulating, your philosophy acceptable, and your experiences helpful. Let those who do not, seek their own kind.”

Look for people who respect your worldview—even if drastically different from theirs—but can present alternative perspectives.

Regular exposure to differing views serves to sharpen your thinking and reasoning abilities—and may perhaps even reexamine your positions. As I’ve said before, wisdom comes from facing counter-arguments. The only test of a well-constructed opinion is that it can defend itself.

The Curse of Teamwork: Groupthink

October 11, 2016 by Nagesh Belludi Leave a Comment

Many teams tend to compromise their decisions for the sake of consensus, harmony, and “esprit de corps.” The result is often a lowest-common-denominator decision upon which everybody in the team agrees. This predisposition for a team to minimize conflict and value conformity is the psychological phenomenon of Groupthink.

In the 1970s, American psychologist Irving Janis defined Groupthink as “a mode of thinking that people engage in when deeply involved in a cohesive in-group, when the members’ strivings for unanimity override their motivation to realistically appraise alternative courses of action.” Janis argued that Groupthink “undermines critical analysis, legitimizes ignorance, reinforces collective biases, and promotes a group self-image of infallibility.”

Negative Effects of Groupthink in Teamwork

Teams are prone to Groupthink and a variety of other detrimental decision-making approaches, but are seldom aware of it.

Groupthink suppresses dissent Individuals resign to group pressure, thereby conforming their opinions to a decision that they believe will achieve consensus. Groupthink discourages dissenters from “rocking the boat.” Over time, nonconformists are gradually shunted aside or excluded from the team altogether.
Groupthink engenders self-censorship. Individuals who disagree with the chosen course of action remain silent because they reason they cannot change others’ minds. Consequently, the team tends to focus its discussions on ideas that everyone agrees about rather than ideas that everyone disagrees about.
Groupthink gives team members greater confidence in their collective decisions than their individual decisions. Therefore, Groupthink leads individuals to publicly endorse ideas and decisions that they view as common for the group, even if they personally have reservations about them.
Groupthink stifles creativity and independent thinking. When individuals are unwilling to bring up and confront difficult issues, the team fails to examine alternative viewpoints that could be contentious. This leads to irrational and flawed decisions.

Antidote to Groupthink in Teamwork

An awareness of Groupthink and other group dynamic biases combined with some hands-on intervention, self-reflection, and control can help teams make better decisions.

Create an organizational environment where individuals can freely voice their ideas, challenges, and concerns. Individuals must feel comfortable with taking interpersonal risks, admitting hesitations, and challenging one-another. Absent an inclination to avoid conflict, a team can easily discuss and debate different perspectives.
Think about the right information required to make sound decisions. Consider the strongest counter-argument to every idea.
Do not suppress disagreements or dominate the dissenters. Carefully examine the reasons and implications of alternate viewpoints.
Divide a team into sub-teams or partnerships and set each sub-team to work on a problem independently. Encourage them to take into account the plusses and the minuses of each idea.
Designate one team member as a devil’s advocate to argue enthusiastically against all contemplated ideas. This can force the team to discuss and debate the concomitant merits and demerits of different ideas. In Edward De Bono’s Six Thinking Hats process (see my book summary), the devil’s advocate wears the “black hat.”
Invite outside consultants and subject-matter experts to discuss key issues and review decisions.
Appoint a moderator who can engage the team collectively and individually by gathering all points of view, giving feedback, and challenging the team’s thinking. Ideally, the moderator should be an independent third party who can be comprehensive and forthright.
Step back regularly from the team’s deliberation process to reflect on the effectiveness of the team’s decision-making and intervene where necessary. In the Six Thinking Hats process, De Bono suggests adding reflection time at the end of each meeting to analyze the process’ effectiveness.

Idea for Impact: Sometimes, Teamwork is Overrated

Don’t get me wrong: teamwork can be very powerful, but only when teams consist of individuals who have the right expertise and who are willing to voice their forthright opinions, dissent, and build consensus. Avoid teamwork when one person or a partnership with complementary skills and styles may achieve identical objectives.

To prevent Groupthink, establish an environment where speaking up is encouraged and rewarded. Welcome disagreements, avoid dominating dissenters, and contemplate the strongest counter-argument to every idea.

How to Stimulate Group Creativity: Book Summary of Edward de Bono’s “Six Thinking Hats”

May 13, 2016 by Nagesh Belludi

In his bestselling book Six Thinking Hats, Edward de Bono describes a powerful problem-solving approach that enriches mental flexibility by encouraging individuals and groups to attack an issue from six independent but complementary perspectives.

Edward de Bono is a leading authority in creative thinking. He is widely regarded as the father of lateral thinking. De Bono has written over 70 books on thinking and creativity.

Using the ‘Six Thinking Hats’ for Structured Brainstorming

De Bono created the ‘six thinking hats’ method after identifying six distinct lines of human thought in problem solving. De Bono calls each approach a “hat” and assigns them different colors.

At the heart of the ‘six thinking hats’ method are six different colored hats that participants put on—literally or metaphorically—to represent the type of thinking they should concentrate on while wearing each.

White is neutral, objective, and fact-based. A white hat is concerned with objective data: “What information do we have? What information do we need? What information are we missing? How can get the information we need? What objective questions should be asked?”
Red denotes passion, anger, intuition, and emotions. A red hat considers the emotional side of problem solving, which is often neglected or masked in meetings: “What are our gut reactions to the matter at hand?”
Black is somber, serious, and cautious. A black hat is vigilant, plays devil’s advocate, and encourages derogatory and judgmental behavior: “what are the weaknesses of these ideas? What are the risks? What could go wrong?”
Yellow represents positive thinking, hope, and optimism to counteract the black hat’s power. A yellow hat plays “the angel’s advocate” and is cheerful and confident: “What are the best-case scenarios? What are the best aspects of this? What are the advantages? Who can benefit from this?”
Green signifies abundance, growth, richness, and fertility. A green hat is the hat of creativity; it rejects established rules and norms, and invents new approaches: “What are some new ideas on this subject? What is interesting about this idea? What are the variances in these ideas?”
Blue represents the sky and therefore provides the overarching perspective. A blue hat performs “meta thinking” and is concerned with the organization of the thinking process and the use of other hats. The blue hat synthesizes and reconciles different viewpoints. At the start of a brainstorming session, the blue hat sets the stage for where the discussion may go. The blue hat guides and sustains the discussion, often restating its purposes: “What are we thinking about? What is the goal? What should we do next? What have we achieved so far? What should we do to achieve more?” At the conclusion of the brainstorming session, the blue hat appraises the discussion, and proposes a plan of action.

Use De Bono’s Six Thinking Hats Model for Critical Thinking and Problem Solving

An individual working alone may use the approach to consider broader, distinct lines of thought. By changing hats, the individual can switch viewpoints and ensure that he/she is not stuck in specific thinking patterns.

However, the approach is best suited to group discussions (when chaired by a skilled facilitator) in which conflicting ideas may never otherwise be fully synthesized into plans of action. By persuading each participant to think constructively alongside other participants, the ‘six thinking hats’ method taps into group members’diverse perspectives and uses their collective knowledge without destructive conflict.

Using these hats nurtures creativity by letting participants step beyond their typical roles and contribute to developing, organizing, and progressing ideas. Participants can also identify how their cognitive state at any one time shapes how they approach problems.

Recommendation: Read. Edward de Bono’s Six Thinking Hats presents a very effective technique for stimulating group creativity. The method can remove mental blocks, organize ideas and information, foster cross-fertilization, and help conduct thinking sessions more productively than do other brainstorming methods.

Complement with Dan Ciampa’s Taking Advice for an excellent framework on the kind of advice network you need on strategic, operational, political, and personal elements of your work and life. Read my summary in this article.

Lessons from a Social Media Disaster

March 24, 2015 by Nagesh Belludi 1 Comment

30-year-old Justine Sacco made headlines in December 2013 for insensitive remarks on Twitter during her journey to visit family in South Africa.

Sacco tweeted about a fellow passenger on her flight from New York’s John F. Kennedy International Airport, “‘Weird German Dude: You’re in First Class. It’s 2014. Get some deodorant.’—Inner monologue as I inhale BO. Thank God for pharmaceuticals.”
And then, during her layover in London, she tweeted, “Chilly—cucumber sandwiches—bad teeth. Back in London!”
Subsequently, before boarding her aircraft for the final leg of her trip to Cape Town, she tweeted, “Going to Africa. Hope I don’t get AIDS. Just kidding. I’m white!”

Sacco Should Have Known Better

Justine Sacco was the senior director of corporate communications at the digital media conglomerate IAC/InterActiveCorp. Her career centered on managing the intent and vocabulary of internal and external communications at a large multinational company.

Sacco’s last tweet sparked an immediate furor. By the time she landed in South Africa, thousands of angry tweets responded to her remarks. Reactions ranged from “Sorry @JustineSacco, your tweet lives on forever” to “How did @JustineSacco get a PR job?! Her level of racist ignorance belongs on Fox News. #AIDS can affect anyone!” to “I’m an IAC employee and I don’t want @JustineSacco doing any communications on our behalf ever again. Ever.”

IAC/InterActiveCorp, her employer, tweeted, “This is an outrageous, offensive comment. Employee in question currently unreachable on an intl flight.” By the time she landed in South Africa, IAC had fired Sacco and released a statement saying:

The offensive comment does not reflect the views and values of IAC. We take this issue very seriously, and we have parted ways with the employee in question.

There is no excuse for the hateful statements that have been made and we condemn them unequivocally. We hope, however, that time and action, and the forgiving human spirit, will not result in the wholesale condemnation of an individual who we have otherwise known to be a decent person at core.

That One Stupid Tweet Blew up Justine Sacco’s Career

Justine Sacco later apologized for her insensitivity and stated, “Words cannot express how sorry I am, and how necessary it is for me to apologize to the people of South Africa, who I have offended due to a needless and careless tweet. … For being insensitive to this crisis … and to the millions of people living with the virus, I am ashamed. … This is my father’s country, and I was born here. I cherish my ties to South Africa and my frequent visits, but I am in anguish knowing that my remarks have caused pain to so many people here; my family, friends and fellow South Africans. I am very sorry for the pain I caused.”

Sacco is now a communications manager for a small startup in New York. Even if she realized social media’s power in the most awful way possible and learned her lesson the hard way, the chances of her ever getting another significant job in corporate communications or public relations are remote. Presumably, it will take a long time for her to rebuild her career.

Alas, Humor is a Difficult Thing

Sacco probably isn’t racist or one who doesn’t sympathize with people with AIDS. Her tweet was simply a bad tweet.

Sacco, who deleted her Twitter account right away, had a history of tweeting sarcastic remarks and offensive little jokes. “I was so naive,” she later admitted to a Gawker columnist, claiming she never expected that her tweet would be misunderstood and misconstrued in such a way. She insisted her message was an attempt to mimic what a truly racist or ignorant person would say.

Three Lessons from Justine Sacco’s Tweet: The Pitfalls of Social Media

Companies, publish social media guidelines for employees: Social media users easily blur the lines between their personal and professional personalities by openly declaring their affiliations on LinkedIn, Twitter, and other sites. Consequently, when they use social media in their professional or personal capacities, they can seriously harm their employer’s reputation. Whereas policing technology use or monitoring all published content is impractical, companies must educate employees about the pitfalls of social media. For example, the U.S. Air Force has a thorough handbook to help its employees engage online (and offline) communities in a positive way.
Folks, be mindful of your digital footprint; watch what you write. Social media has not only made us more accessible to one another, but also more accountable. Many prospective employers search social networking websites and the internet for more information on job candidates. Your online presence can be an asset or a liability. Any remark you post in the public domain can be distorted or misinterpreted. Refrain from venting complaints, writing crude posts, portraying organizations and individuals in negative light, bad-mouthing, and posting opinions on sensitive topics. Maintain a professional tone and post insightful content that appeals to prospective employers.
Be cautious with humor and sarcasm. “Humor is inherently ambiguous. That’s how it works. You’re saying more than one thing, and it’s never clear exactly what the message is,” says Prof. Rod Martin, who has researched the nature of humor at the University of Western Ontario. It’s amazing how quickly a well-intentioned remark or an offhand comment, when taken the wrong way, can completely derail communication. Humor and sarcasm are complicated. No matter how funny you think you are, you’ll stand the risk that people won’t “get it.” This is especially true in written form, which lacks the helpful subtext of tone and facial movement. It can be very difficult to foresee how others may receive humor or sarcasm: as a clever comment, show of callousness, or as passive-aggression. Exercise caution when it is necessary to use humor; don’t let it get out of control.

Idea for Impact: Social media mistakes may have serious consequences. Once made, those mistakes are not easy to fix. Be mindful of what you share on social media.

Postscript: While I understand the power of social media as an efficient medium for how our world currently interacts, I must admit I don’t understand why intrusive micro-blogging on Facebook (and worse, Twitter) is interesting. Personally, I find social media a gross distraction and invasion of privacy. This is besides the fact that, frankly, nobody cares where I am or what I am doing on an hour-by-hour basis. I deliberately choose to reduce my technological footprint and connect with people in more thoughtful and meaningful ways.

Social Dynamics

Idea for Impact: Teams Don’t Think—Individuals Do

Wondering what to read next?

Idea for Impact: Resist the Envious Consequence of Social Media

Wondering what to read next?

The Age of Envy: Seeing Your Friends Happy Can Make You Sad

The Embellishment of Truths Makes Others Feel Discontented by Comparison

The Never-ending One-upmanship on Facebook

Idea for Impact: You Don’t Need Social Media to Participate in Society

Wondering what to read next?

Intellectual inquiry is effortful, and you need a durable internal push to engage in it.

Charlie Munger’s Iron Prescription: Avoid Intense Ideology

Idea for Impact: Nothing deceives you as much as extreme passion

Wondering what to read next?

Group Polarization Strengthens of the Opinions of Each Person in the Group

Social Media and Group Polarization

The Persuasive Ability of Social Proof in Consumer Behavior

Idea for Impact: Hanging Around with Like-Minded People is a Dangerous Intellectual Trap

Wondering what to read next?

Negative Effects of Groupthink in Teamwork

Antidote to Groupthink in Teamwork

Idea for Impact: Sometimes, Teamwork is Overrated

Wondering what to read next?

Using the ‘Six Thinking Hats’ for Structured Brainstorming

Use De Bono’s Six Thinking Hats Model for Critical Thinking and Problem Solving

Wondering what to read next?

Sacco Should Have Known Better

That One Stupid Tweet Blew up Justine Sacco’s Career

Alas, Humor is a Difficult Thing

Three Lessons from Justine Sacco’s Tweet: The Pitfalls of Social Media

Wondering what to read next?