Podcasts about Organizational behavior

Sometimes the most powerful guidance arrives quietly through intuition, synchronicity, and reflection. Join Amy and Dr. Judi Neal, the Founder of Edgewalkers, as they give into the Edgewalker framework and the creation of the Edgewalker card deck, a tool designed to help people navigate change while staying connected to purpose and inner wisdom. Together they discuss how symbols, affirmations, and reflective practices can reveal insight in unexpected ways. From leadership development to spiritual awareness, the discussion highlights how intuitive tools can help people reconnect with their gifts, bring creativity into their work, and move forward with clarity even in uncertain times. The message is simple yet powerful: when people learn to listen to both practical wisdom and deeper intuition, they become the kind of leaders the future needs.Key Takeaways:1. The Edgewalker Mindset – Discover the qualities that define people who bridge practical leadership and spiritual awareness in times of change.2. How The Card Deck Was Created – Learn how intention, creativity, and emerging technology combined to bring the Edgewalker deck into the world.3. The Role Of Synchronicity – Explore why seemingly random messages often arrive at exactly the right moment for reflection or decision making.4. Symbolism As A Source Of Insight – Understand how visual symbols and archetypes can activate intuition and deeper awareness.5. Leadership In Uncertain Times – Reflect on how spiritual grounding and community can help leaders navigate disruption and uncertainty.6. Living Your Gifts With Purpose – See why using your gifts in service to both your life and the world creates sustainable passion and energy.To purchase your own copy of the Edgewalker Card Deck visit https://createmagicatwork.net/shop/ols/products/the-edgewalker-card-deckAbout the Guest:Dr. Judi Neal is the Founder, Chairman, and CEO of Edgewalkers International. She was the founding director of the Tyson Center for Faith and Spirituality in the Workplace at the Sam M. Walton College of Business, University of Arkansas. Judi is recognized as an expert on spirituality in the workplace and speaks and consults internationally. She received her Ph.D. from Yale in Organizational Behavior. In 1988 Judi began teaching management at the University of New Haven. She focused her research on business leaders who have a strong commitment to their faith and spirituality, and began studying how they bridged the spiritual world and the material world of business. That led to her research on people she calls “Edgewalkers.” Judi was a co-founder of the Management, Spirituality and Religion Interest Group at the Academy of Management, as well as co-founder of the Journal of Management, Spirituality and Religion, and the International Association of Management, Spirituality and Religion. She has published widely in the field, and is a popular and inspiring international speaker. She has consulted with major organizations such as Pfizer and General Electric as well as with small entrepreneurial companies and with non-profits.https://edgewalkers.org/https://www.linkedin.com/groups/14345722/https://www.instagram.com/edgewalkersAbout Amy:Amy Lynn Durham, known by her clients as the Corporate Mystic, is the founder of the Executive Coaching Firm, Create Magic At Work®, where they help leaders build workplaces rooted in creativity, collaboration, and fulfillment. A former corporate executive turned Executive Coach, Amy blends practical leadership strategies with spiritual intelligence to unlock human potential at work.She's a certified Executive Coach through UC Berkeley & the International Coaching Federation (ICF) In addition, Amy holds coaching certifications in Spiritual Intelligence (SQ21), the Edgewalker Profile, and the Archetypes of Change . In addition to being the host of the Create Magic At Work® podcast, Amy is the author of Create Magic At Work®, Creating Career Magic: A Daily Prompt Journal and the founder of Magic Thread Media™. Through her work, she inspires intentional leadership for thriving workplaces and lives where “magic” becomes reality.Connect with Amy:https://createmagicatwork.net/https://www.linkedin.com/company/create-magic-at-workhttps://www.facebook.com/112951637095427https://www.instagram.com/createmagicatworkhttps://www.youtube.com/channel/UCnEm4h3fUgaq8qgvZpz6dGgThanks for listening!Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page.Do you have some feedback or questions about this episode? Leave a comment in the section below!Subscribe to the podcastIf you would like to get automatic updates of new podcast episodes, you can follow the podcast on Apple Podcasts or your favorite podcast app.Leave us an Apple Podcasts reviewRatings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you are enjoying the show, please leave us a review on Apple Podcasts.Mentioned in this episode:This show was brought to you in part by the Magic Thread Media Network. To learn more visit: https://magicthreadmedia.com/

We'd love to hear from you. What are your thoughts and questions?In this conversation, Tom Savard discusses the importance of clarity in leadership, especially in complex environments. He introduces the 'clarity mindset,' which consists of five key behaviors that leaders can adopt to enhance decision-making and organizational effectiveness. Tom emphasizes the need for leaders to establish purpose, visualize connections, acknowledge uncertainty, optimize value, and promote clarity throughout their teams. He shares insights from his experiences in product development and highlights the human aspect of leadership, encouraging leaders to align their personal and organizational purposes for greater impact.Main Points:In this conversation, Tom Savard discusses the importance of clarity in leadership, especially in complex environments. He introduces the 'clarity mindset,' which consists of five key behaviors that leaders can adopt to enhance decision-making and organizational effectiveness. Tom emphasizes the need for leaders to establish purpose, visualize connections, acknowledge uncertainty, optimize value, and promote clarity throughout their teams. He shares insights from his experiences in product development and highlights the human aspect of leadership, encouraging leaders to align their personal and organizational purposes for greater impact.Connect with Tom Savard:tom.savard@theinnovationdoctors.comhttps://www.facebook.com/profile.php?id=61570479507164https://www.instagram.com/innovationdocshttps://x.com/innovationdocs

Matt Abrahams, a leading expert in the field of communication, professor, podcast host, author, keynote speaker, and martial artist, joins me on this episode. Matt is a lecturer in Organizational Behavior at Stanford University's Graduate School of Business, a highly sought-after keynote speaker, and a communications consultant and coach. He's also the host of the popular, award-winning podcast, Think Fast, Talk Smart.

This is a rebroadcast from episode 30In this episode of Libertarians Talk Psychology, we explore the psychology behind bureaucracy through the lens of organizational behavior and libertarian thought.Why do bureaucratic systems grow?How do group dynamics shape decision-making?And what happens to human productivity when structure turns into stagnation?We break down the social group phenomena that define bureaucratic institutions — from diffusion of responsibility and hierarchy reinforcement to risk aversion and institutional inertia. Using insights from organizational psychology, we discuss how centralized systems impact creativity, innovation, and individual motivation.We also examine a powerful thematic clip from Jupiter Ascending that highlights the absurdity and complexity of intergalactic bureaucracy — and why it feels so familiar in our own world.If you're interested in psychology, libertarian philosophy, organizational reform, and the human side of productivity, this episode connects the dots between theory, culture, and real-world systems.

Ron Johnson was one of the most successful retail executives in America. He'd made Target hip. He'd built the Apple Store from nothing into a retail phenomenon. So when J.C. Penney hired him as CEO in 2011, expectations were sky-high. Johnson moved fast. He killed the coupons. Eliminated the sales events. Redesigned the stores. When his team suggested testing the new pricing strategy in a few locations first, Johnson said five words that explain everything that happened next: "We didn't test at Apple." Within seventeen months, sales dropped twenty-five percent. He was fired. And here's the part nobody talks about: Johnson had access to all the data. Every week, the numbers told the same story. Customers were leaving. Revenue was collapsing. The board was getting nervous. He could see it all. He just couldn't act on it. Because changing course would mean he wasn't the visionary who reinvented retail. He wasn't making a business decision anymore. He was protecting who he believed he was. That's the identity trap. And it doesn't just happen to CEOs.  What if changing your mind didn't have to feel like losing yourself? Let's get into it. Why Identity Bias Looks Like Your Best Qualities The trap doesn't target bad thinkers. It targets good ones. Think about the entrepreneur who poured three years and her life savings into a startup. The data says it's failing. The metrics are clear. Her advisors are suggesting it's time to pivot or shut down. She has every analytical tool to evaluate this accurately. And she can't do it. She's plenty smart. The problem is that admitting failure would mean she's "a quitter." And she is not a quitter. That's not who she is. Johnson wasn't stupid either. He was brilliant. His identity as the retail visionary just happened to make him blind to the one thing that could save his company: the possibility that what worked at Apple wouldn't work at Penney's. He experienced his blindness as conviction. As leadership. And that's the disguise. Every other thinking error in this series, uncertainty, depletion, time pressure, social pressure, you can feel those happening. You know when you're tired. You know when you're rushed. But identity fusion is invisible from the inside. It disguises itself as your best qualities. The entrepreneur calls it perseverance. Johnson called it vision. The investor who won't sell a losing position? He calls it discipline. Your ego doesn't announce that it's taking over. It puts on a costume that looks exactly like your strengths. And your brain? Your brain is in on it. Why Changing Your Mind Feels Like a Threat When a belief becomes part of your identity, your brain defends it as it would defend your body. Challenge that belief, and your brain responds the same way it would to a physical threat. Not metaphorically. The same neural circuits that protect you from danger activate to protect you from being wrong. That's why arguments about strategy or direction can generate so much heat and so little light. You're not debating a position anymore. You're defending territory. And sometimes you defend it long past the point where the evidence says stop. A project you've poured months into. A strategy you championed. A hire you fought for. The data says cut your losses, but you keep going because walking away would mean all that time, all that effort, all that money was wasted. That's the sunk cost fallacy. And most people think it's about the money or the time. But it's not. Sunk cost is about identity. Think about that manager who spent eighteen months building a new system. The team knows it's not working. She knows it's not working. But scrapping it doesn't just waste eighteen months of budget. It means her judgment failed. It means she led her team down the wrong road for a year and a half. "I've invested too much to quit" sounds like a financial calculation. It's not. It's an identity statement. What she's really saying is: "If I quit, I'm the kind of person who wastes eighteen months of people's lives." The sunk cost isn't financial. It's existential. And suddenly you can see that every time you've held on too long, stayed in something past its expiration date, defended something you knew wasn't working, the force holding you there wasn't logic. It was your self-image refusing to absorb the hit. So how do you loosen the grip once you realize it's there? Three Warning Signs Your Ego Has Taken the Wheel Here's what to watch for. 1. Emotional Intensity That Doesn't Match the Stakes Someone suggests a different approach to a process you built. Not a criticism. Just an alternative. And you feel a flash of heat in your chest. Defensiveness. Maybe irritation. The reaction is way out of proportion to the suggestion. Pay attention to that gap. The intensity isn't about the process. It's about what being wrong would say about you. 2. How You Argue When someone pushes back on your position, watch what happens. If you find yourself attacking the person instead of engaging their argument, that's identity talking. "You don't understand our industry." "You haven't been doing this as long as I have." The moment you shift from "here's why the evidence supports my position" to "here's why you're not qualified to question it," you've stopped defending a conclusion and started defending yourself. The tell is subtle: you'll feel righteous, not curious. 3. The Evidence Filter When you're evaluating something objectively, new information can move you in either direction. But when identity is involved, watch what happens. You accept supporting evidence quickly, uncritically, almost with relief. Contradicting evidence? You tear it apart. You find flaws in the methodology. You question the source. You say, "That's just one study." When you're applying completely different standards depending on which direction the evidence points, that's not critical thinking. That's identity protection wearing a lab coat. How To Loosen the Grip So what do you do once you recognize the grip? Early in my career, I championed a technology direction that I was convinced was right. The evidence started coming back that it wasn't working. And I was doing exactly what I just described. Scrutinizing the bad data, embracing the good data, and getting irritated when people questioned me. It wasn't until a colleague looked at me and said, "You're not evaluating this anymore. You're defending it," that I realized my identity had completely hijacked my judgment. What helped was a shift in language that sounds simple but changes everything. Stop holding beliefs as part of your identity. Start holding them as a working thesis. The Reframe Listen to the difference between these two statements. First: "I believe this company will succeed." Second: "My working thesis is that this company will succeed." The first version fuses the belief to you. If the company fails, you were wrong. You made a bad bet. The second version builds in the expectation that your thinking will evolve. New data doesn't make you wrong. It makes you better informed. The Proof That colleague I mentioned? After that conversation, I started framing every strong opinion as a working thesis in my own head. Not out loud at first. Just internally. And the effect was immediate. I stopped feeling attacked when contradicting data came in. I started treating it as an update instead of a threat. The position I was defending? I reversed it completely. And the thing I was most afraid of — looking like I'd wasted everyone's time — never happened. The team was relieved. The Practice Next time you find yourself defending a position with more heat than it deserves, pause and restate it starting with "My working thesis is..." Then ask yourself: "What would I need to see to change this?" If you can't answer that question, if there's literally no evidence that could change your mind, that belief has become part of your identity. And your brain will protect it like one. The Door The goal isn't to be wishy-washy. Commit fully to your working thesis. Act on it with confidence. The difference is that you've built a door in the wall, and you've given yourself permission to walk through it if the evidence changes. That door is the difference between updating when you're wrong and doubling down until it costs you. Why Identity Is the Amplifier The identity trap doesn't operate alone. It recruits every other force we've covered in Part Two of this series. Facing uncertainty? Identity says, "You're not the kind of person who hesitates." Someone manufactures a deadline to pressure you? "Leaders are decisive. Act now." The whole room disagrees with your position? Identity whispers "I'm a team player" — or digs in with "I'm the one who sees what others miss." Identity is the amplifier. It takes every vulnerability from Episodes 10 through 13 and cranks up the volume. That's why we saved it for last. Everything else we've covered in Part Two? Necessary. But not sufficient. Because if you haven't dealt with your identity's grip on your beliefs, those skills have a backdoor that ego walks right through. And this is exactly what mindjacking exploits. I go much deeper into an article I wrote and in my dedicated mindjacking episode, links below. But the core mechanism is this: mindjacking doesn't just offer you convenient conclusions. It attaches those conclusions to who you are. "People like us think this." "Smart people choose this." Once a belief becomes a badge of identity, you'll convince yourself. No external persuasion required. From Seeing the Trap to Building the Escape Here's your challenge this week. Pick one belief you hold that you've never seriously questioned. Something professional. Your management philosophy. Your investment thesis. Your view on how your industry works. Something you'd describe as "just who I am." Now find the strongest argument against it. Not a straw man. The real, best case the other side would make. Sit with it. See if you can engage with it without your threat response kicking in. If you can? You've just proven that your thinking is bigger than your identity. And that is the most important skill in this entire series. If this episode shifted something for you, share it with someone who needs to hear it. And in the comments, tell me: what's a belief you held that you later realized was more about identity than evidence? I think we can all learn from each other on this one. Episode 15 is about designing your decision environment. Not tips. Systems. Structures that protect your thinking, so willpower becomes optional. Now you can see the trap. Next, we build the escape route. Make sure you subscribe so you don't miss it, and I'll see you in the next one.   Endnotes — Episode 14 How To Quit Defending Decisions You Know Are Wrong "He'd made Target hip. He'd built the Apple Store from nothing into a retail phenomenon": Brad Tuttle, "The 5 Big Mistakes That Led to Ron Johnson's Ouster at JC Penney," TIME, April 9, 2013, https://business.time.com/2013/04/09/the-5-big-mistakes-that-led-to-ron-johnsons-ouster-at-jc-penney/. Johnson is credited with creating Target's "cheap chic" brand positioning in the early 2000s and subsequently designing and launching Apple's retail stores, which became the highest-grossing retail outlets per square foot in America. "We didn't test at Apple": Tuttle, "The 5 Big Mistakes" (cited in note 1). When Johnson's team proposed testing the new pricing strategy on a limited basis before rolling it out chain-wide, Johnson reportedly shot down the idea with this statement. The quote has been widely attributed in retail industry reporting. See also James Surowiecki, "Why Ron Johnson Is Struggling at J.C. Penney," The New Yorker (The Financial Page), March 25, 2013. The article is archived under The New Yorker's legacy URL format; for a summary of Surowiecki's argument, see Derek Thompson's coverage in The Atlantic and Quartz: https://qz.com/58487/jc-penneys-ceo-wasnt-the-one-who-killed-it. "Within seventeen months, sales dropped twenty-five percent. He was fired.": Multiple sources confirm these figures. Sales fell $4.3 billion in 2012 — a 25 percent decline — and same-store sales dropped 31.7 percent in Q4 2012, which analysts called "the worst quarter in all retail history." Johnson was terminated on April 8, 2013, seventeen months after taking over. See Tuttle, "The 5 Big Mistakes" (cited in note 1); Sean Williams, "This May Be the Worst Quarter in Retail History," The Motley Fool, February 28, 2013, https://www.fool.com/investing/general/2013/02/28/this-may-be-the-worst-quarter-in-retail-history.aspx; and the Ron Johnson entry at Wikiwand, which aggregates and cites the primary financial reporting, https://www.wikiwand.com/en/articles/Ron_Johnson_(businessman). "When a belief becomes part of your identity, your brain defends it as it would defend your body": Jonas T. Kaplan, Sarah I. Gimbel, and Sam Harris, "Neural Correlates of Maintaining One's Political Beliefs in the Face of Counterevidence," Scientific Reports 6, 39589 (December 23, 2016), https://www.nature.com/articles/srep39589. doi:10.1038/srep39589. Using fMRI on 40 participants with strong political beliefs, the researchers found that challenges to identity-linked beliefs activated the amygdala and insular cortex — brain structures involved in threat detection and emotional processing — while also engaging the Default Mode Network, associated with self-referential thinking. Participants who resisted changing their minds showed the strongest activity in these areas. Lead author Kaplan noted: "The amygdala in particular is known to be especially involved in perceiving threat and anxiety." A 2026 replication by an independent European team confirmed these findings. See Kossowska, M., Szwed, P., Czarnek, G. et al., "Neural Correlates of Belief Change in Political and Non-Political Domains Among Left-Wing Individuals Confronted with Counterarguments," Scientific Reports 16, 4895 (January 8, 2026), https://www.nature.com/articles/s41598-026-35397-6. doi:10.1038/s41598-026-35397-6. "That's the sunk cost fallacy": Hal R. Arkes and Catherine Blumer, "The Psychology of Sunk Cost," Organizational Behavior and Human Decision Processes 35, no. 1 (February 1985): 124–140. doi:10.1016/0749-5978(85)90049-4. Available via ScienceDirect: https://doi.org/10.1016/0749-5978(85)90049-4. Arkes and Blumer defined the sunk cost effect as "a greater tendency to continue an endeavor once an investment in money, effort, or time has been made" and demonstrated across multiple experiments that the effect is driven by the desire not to appear wasteful — a fundamentally identity-protective motive rather than a financial calculation. "Sunk cost is about identity": The connection between sunk cost escalation and self-concept draws on Barry M. Staw, "Knee-Deep in the Big Muddy: A Study of Escalating Commitment to a Chosen Course of Action," Organizational Behavior and Human Performance 16, no. 1 (1976): 27–44. doi:10.1016/0030-5073(76)90005-2. Available via ScienceDirect: https://doi.org/10.1016/0030-5073(76)90005-2. Staw's central finding was that individuals committed the greatest resources to failing investments when they were personally responsible for the initial decision — an "intra-individual process in which people tend to act in ways to protect their own self-image." This reframes sunk cost escalation as identity protection rather than mere financial irrationality. See also Hal R. Arkes and Catherine Blumer, "The Psychology of Sunk Cost" (cited in note 5), whose findings complement Staw's by emphasizing the role of waste-avoidance norms tied to self-presentation. "To consider an alternative view, you would have to consider an alternative version of yourself": Jonas T. Kaplan, quoted in Emily Gersema, "Hardwired: The Brain's Circuitry for Political Belief," USC Press Room, December 23, 2016, https://pressroom.usc.edu/hardwired-the-brains-circuitry-for-political-belief/. This quote from the lead author of the fMRI study (cited in note 4) captures the identity-belief fusion mechanism described throughout this episode. Kaplan added: "Political beliefs are like religious beliefs in the respect that both are part of who you are and important for the social circle to which you belong."  

How can we redesign our culture by redesigning our meetings?Why do well-designed meetings allow for more time for individual and value-added work?My guest on this episode is Rebecca Hinds, author of “Your Best Meeting Ever” and leading expert on organizational behavior and the future of work.During our conversation, Rebecca and I discuss the following: Deciding what deserves to be a meeting (and what doesn't) is one of the most important decisions leaders can make.How poorly designed meetings become signals of busyness rather than drivers of real work.What meetings reveal about your organization's cultureWhy treating meetings like a product changes how leaders think about time, collaboration, and outcomes.How high-performing organizations design clear communication norms so meetings are a last resort, not the default.Connecting with Rebecca: Connect with Rebecca on LinkedIn Learn more about Rebecca's book and AI research. Episode Sponsor: Next-Gen HR Accelerator - Learn more about this best-in-class leadership development program for next-gen HR leadersHR Leader's Blueprint - 18 pages of real-world advice from 100+ HR thought leaders. Simple, actionable, and proven strategies to advance your career.Succession Planning Playbook: In this focused 1-page resource, I cut through the noise to give you the vital elements that define what “great” succession planning looks like.

What if the most powerful clinical tool in healthcare wasn't a drug, a device, or a data platform — but a word? In this episode of Experiencing Healthcare, Jamie and Matt have a conversation that starts with Disney World germs and ends with something that will change the way you lead your team tomorrow. They unpack the idea of Intentional Positive Reinforcement — not the hollow "great job" you throw over your shoulder in the hallway, but the kind of deliberate, meaningful recognition that creates a ripple effect all the way to the patient's bedside. Matt shares what a dental hygienist taught him about doing things right, why a pair of clicking heels in a nursing home hallway was actually a leadership strategy, and what happens to a healthcare team that only ever hears what they're doing wrong. This is a conversation for the bedside nurse and the C-suite executive. For the credentialing specialist who never sees a patient and the clinical coordinator who sees dozens. Because in healthcare, everyone plays a role in the patient experience — and the way we lead people determines the care those people deliver. If you've ever wondered whether your words are adding to your team or subtracting from them, this episode is your answer.

Cultures are impacted by emotional intelligence and closing the gap between our intentions and our actions. Jason is joined by author and Harvard professor, Margaret Andrews, for an engaging conversation. Jason is joined by Margaret C. Andrews, Harvard University professor and seasoned executive, for a masterclass on the interpersonal dynamics that drive modern organizational success. Please rate and review the podcast to help amplify these messages to others! Summary: In an era where employee engagement has hit a ten-year low, how do elite leaders bridge the gap between corporate vision and the daily human experience? In this episode, Jason V. Barger sits down with Margaret C. Andrews to explore the shift from "soft skills" to "power skills." Margaret, a faculty member at Harvard who has worked with giants like Amazon and the United Nations, shares why emotional intelligence (EQ) and self-awareness are the ultimate competitive advantages in 2026. This conversation moves beyond theoretical management to the heart of "Culture-Making." Jason and Margaret deconstruct the "knowing-doing gap"—the space between understanding leadership principles and actually embodying them under pressure. They explore the critical distinction between being a "culture taker" versus a "culture maker," and how executives can use perspective-taking to resolve the cultural dissonance that often leads to cynicism and turnover. Essential listening for C-Suite executives, academic leaders, and managers at all levels, this episode offers a nuanced look at generational diversity, the "Chief Culture Officer" role of the CEO, and why walking beside your team is more effective than leading from the front. Episode Notes & Timestamps: [00:00] Intro: Jason sets the stage for a conversation on co-creating cultures that bring out the best in people during a time of low trust. [00:03] Meet Margaret Andrews: From master's swim teams to Harvard lecture halls, Margaret introduces her "excitement meter" and the Facets of Strategy. [00:06] The Harvard Perspective: Margaret discusses her courses on Managing Yourself and Leading Others, emphasizing that there is no "single right answer" in leadership—only context. [00:09] The Engagement Crisis: A look at recent data showing 10-year lows in engagement and why only 23% of employees trust their leadership's direction. [00:11] Culture Takers vs. Culture Makers: Margaret defines why most employees are culture takers and how the CEO must act as the "Chief Culture Officer" to move the needle. [00:15] The Satya Nadella Case Study: An analysis of how Microsoft's CEO transformed a legacy culture by being an "insider on the sideline" and changing who got the "seats on the bus." [00:19] Cultural Dissonance: Why "sharp elbows" in leadership destroy collaboration and how promotion criteria serve as the loudest signal of what a company truly values. [00:23] Identifying Your Heroes: The power of stories in transmitting culture. To change your culture, you must change who your organization celebrates as a "hero." [00:27] The "Soft Skills" Crusade: Jason and Margaret discuss why interpersonal skills are actually "superpowers" and why MIT alums consistently wish they had paid more attention to Organizational Behavior. [00:31] The EQ Quadrants: A breakdown of self-awareness, self-management, social competency, and empathy in the high-stakes environment of executive leadership. [00:37] The 6 vs. 9 Perspective: A viral analogy for the workplace—how two leaders can be looking at the same problem, seeing different "numbers," and both be "right" from their vantage point. [00:41] Digital Natives & The "Why": A deep look at Gen Z and Millennials. Why these generations don't need "hovering" leaders, but rather partners to walk beside them. Key Takeaways for Leaders: The Knowing-Doing Gap: Real credit in leadership isn't given for knowing you should listen or be empathetic; it's only given for doing it consistently. Vantage Point Curiosity: Replace judgment with curiosity. When a team member disagrees, ask what "vantage point" they are standing at to see the problem differently. Hero Alignment: Audit the stories told in your halls. Do your "office legends" embody the culture you want to build, or the one you are trying to leave behind? Listen to the full episode and access show notes at: https://jasonvbarger.com/podcast/culture-making-margaret-andrews/ Bio: Jason Barger is a husband, father, speaker, and author who is passionate about business leadership and corporate culture. He believes that corporate culture is the "thermostat" of an organization, and that it can be used to drive performance, innovation, and engagement. The show features interviews with business leaders from a variety of industries, as well as solo episodes where Barger shares his own insights and advice. Connect: Subscribe to our channel: https://www.youtube.com/@JasonVBarger Make Your 2026 Effective! Book Jason with your team at https://www.jasonvbarger.com Like or Follow Jason

In the latest episode of The Science of Personality, Ryne and Blake are joined by Nigel Nicholson, PhD, author and Emeritus Professor of Organizational Behavior at London Business School, to talk about unique individuality, which is the focus of his new book, Unique You: How Individuality Works and Why It Matters. Although Nigel's esteemed career as a business psychologist has focused on things like the application of evolutionary theory in business and management, educational innovation, and coaching political and business leaders, the topic of individual differences has fascinated him for much of his life, making him the perfect guest for this topic.Click here to buy Unique You: How Individuality Works and Why It Matters

16 years ago a chain of Chinese restaurants wanted to increase sales without changing the price.  They didn't change the product.  The service.  The chef.  The food.  Instead, they changed two words on their menu and increased sales by 18%.  The restaurants used the advice of today's guest on Nudge, Robert Cialdini.  Today, Cialdini explains the social proof principle, sharing how changing just two words could increase your sales. ---  Unlock the Nudge Vaults: https://www.nudgepodcast.com/vaults Read Cialdini's bestseller Influence: https://amzn.to/4prHb7Y Read the new and expanded Influence: https://amzn.to/43TY0jI Read Pre-Suasion: https://amzn.to/48hA6Qr  Read Yes! (Containing 60 Psyc-Marketing Tips): https://amzn.to/48ddNNf  Join 10,428 readers of my newsletter: https://www.nudgepodcast.com/mailing-list  Connect on LinkedIn: https://www.linkedin.com/in/phill-agnew/  ---  Today's sources:  Aune, R. K., & Basil, M. D. (1994). A relational-obligations approach to fund-raising: The effects of guilt and credibility appeals on compliance. Communication Research, 21(4), 486–498. Binning, K. R., Kaufmann, N., McGreevy, E. M., Fotuhi, O., Chen, S., Marshman, E., Kalender, Z. Y., Limeri, L. B., Betancur, L., & Singh, C. (2020). Changing social contexts to foster equity in college science courses: An ecological-belonging intervention. Psychological Science, 31(9), 1059–1070. Boh, W. F., & Wong, S.-S. (2015). Managers versus co-workers as referents: Comparing social influence effects on within- and outside-subsidiary knowledge sharing. Organizational Behavior and Human Decision Processes, 126, 1–17. Borman, G. D., Rozek, C. S., Hanselman, P., & Destin, M. (2019). Reappraising academic and social adversity improves middle school students' academic achievement, behavior, and well-being. Proceedings of the National Academy of Sciences of the United States of America, 116(33), 16286–16291. Cai, H., Chen, Y., & Fang, H. (2009). Observational learning: Evidence from a randomized natural field experiment. American Economic Review, 99(3), 864–882. Frank, R. H. (2020). Under the influence: Putting peer pressure to work. Princeton University Press. Goldstein, N. J., Cialdini, R. B., & Griskevicius, V. (2008). A room with a viewpoint: Using social norms to motivate environmental conservation in hotels. Journal of Consumer Research, 35(3), 472–482. Hallsworth, M., List, J. A., Metcalfe, R. D., & Vlaev, I. (2017). The behavioralist as tax collector: Using natural field experiments to enhance tax compliance. Journal of Public Economics, 148, 14–31. Jung, J., Busching, R., & Krahé, B. (2019). Catching aggression from one's peers: A longitudinal and multilevel analysis. Social and Personality Psychology Compass, 13(4), e12440. Linder, J. A., Meeker, D., Fox, C. R., Friedberg, M. W., Persell, S. D., Goldstein, N. J., Knight, T. K., Hay, J. W., & Doctor, J. N. (2017). Durability of benefits of behavioral interventions on inappropriate antibiotic prescribing in primary care: Follow-up from a cluster randomized clinical trial. JAMA, 318(14), 1391–1392. Meeker, D., Linder, J. A., Fox, C. R., Friedberg, M. W., Persell, S. D., Goldstein, N. J., Knight, T. K., Hay, J. W., & Doctor, J. N. (2016). Effect of behavioral interventions on inappropriate antibiotic prescribing among primary care practices: A randomized clinical trial. JAMA, 315(6), 562–570. Murrar, S., Campbell, M. R., & Brauer, M. (2020). Exposure to peers' pro-diversity attitudes increases inclusion and reduces the achievement gap. Nature Human Behaviour, 4(9), 889–897. Nolan, J. M. (2021). Social norm interventions as a tool for pro-climate change. Current Opinion in Psychology, 42, 120–125. Peterson, R. A., Kim, Y., & Jeong, J. (2020). Out-of-stock, sold out, or unavailable? Framing a product outage in online retailing. Psychology & Marketing, 37(4), 535–547.

Maslows Bedürfnispyramide kennt fast jede:r – aber was, wenn sie so nie gedacht war? Woher kommt sie eigentlich, warum ist sie bis heute so mächtig und was daran ist wissenschaftlich haltbar? In dieser Folge nehmen Leon und Atze eine der berühmtesten Ideen der Psychologie auseinander. Dabei sprechen sie über Leitern statt Pyramiden, Segelboote mit Leck, falsche Vereinfachungen und die Frage, ob Menschen wirklich erst „oben ankommen“ müssen, um zu wachsen. Eine Folge über Mythen, gute Ideen, schlechte Grafiken – und darüber, was wir wirklich brauchen, um ein erfülltes Leben zu führen. Fühlt euch gut betreut Leon & Atze Instagram: https://www.instagram.com/leonwindscheid/ https://www.instagram.com/atzeschroeder_offiziell/ Mehr zu unseren Werbepartnern findet ihr hier: https://linktr.ee/betreutesfuehlen Tickets: Atze: https://www.atzeschroeder.de/#termine Leon: https://leonwindscheid.de/tour/ Vorverkauf 2026: https://betreutes-fuehlen.ticket.io/ Quellen Bridgman, T., Cummings, S., & Ballard, J. (2019). Who built Maslow's pyramid? A history of the creation of management studies' most famous symbol and its implications for management education. Academy of Management Learning & Education, 18(1), 81–98. https://doi.org/10.5465/amle.2017.0351 Compton, W. C. (2024). Self-actualization myths: What did Maslow really say? Journal of Humanistic Psychology, 64(5), 743–760. https://doi.org/10.1177/0022167818761929 Cooke, B., & Mills, A. J. (2008). The fabrication of Maslow's hierarchy of needs. Academy of Management Proceedings, 2008(1), 1–6. https://doi.org/10.5465/AMBPP.2008.33633768 Davis, K. (1957). Human relations in business. McGraw-Hill. Hoffman, E. (1988). The right to be human: A biography of Abraham Maslow. Addison-Wesley. Kaufman, S. B. (2020). Transcend: The new science of self-actualization. TarcherPerigee. Kaufman, S. B. (2023). Self-actualizing people in the 21st century: Integration with contemporary theory and research on personality and well-being. Journal of Humanistic Psychology, 63(1), 51–83. https://doi.org/10.1177/0022167818809187 Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370–396. https://doi.org/10.1037/h0054346 Maslow, A. H. (1970). Motivation and personality (2nd ed.; Original work published 1954). Harper & Row. McDermid, C. (1960). How money motivates men. Business Horizons, 3(4), 93–100. https://doi.org/10.1016/0007-6813(60)90004-3 McGregor, D. (1960). The human side of enterprise. McGraw-Hill. Oishi, S., Diener, E., Lucas, R. E., & Suh, E. M. (1999). Cross-cultural variations in predictors of life satisfaction: Perspectives from needs and values. Personality and Social Psychology Bulletin, 25(8), 980–990. https://doi.org/10.1177/01461672992511006 Sheldon, K. M., Elliot, A. J., Kim, Y., & Kasser, T. (2001). What is satisfying about satisfying events? Testing 10 candidate psychological needs. Journal of Personality and Social Psychology, 80(2), 325–339. https://doi.org/10.1037/0022-3514.80.2.325 Tay, L., & Diener, E. (2011). Needs and subjective well-being around the world. Journal of Personality and Social Psychology, 101(2), 354–365. https://doi.org/10.1037/a0023779 Wahba, M. A., & Bridwell, L. G. (1976). Maslow reconsidered: A review of research on the need hierarchy theory. Organizational Behavior and Human Performance, 15(2), 212–240. https://doi.org/10.1016/0030-5073(76)90038-6 Redaktion: Dr. Leon Windscheid Produktion: Murmel Produktions

"We need an answer by the end of the day." Ten words. And the moment you hear them, something shifts inside your chest. Your pulse ticks up. Your focus narrows. Careful thinking stops. The clock starts. You probably haven't even asked the most important question yet. Is that deadline real? Most of the urgency you feel every day is fake. Manufactured by someone who benefits from you deciding fast instead of deciding well. Most people can't tell a real deadline from a manufactured one. By the end of this, you will. Let's get into it. What Time Pressure Actually Does to Your Brain Last episode, we talked about decision fatigue. How your brain degrades over a long day. Time pressure is different. Fatigue is a slow drain. Time pressure is a switch. When the clock is ticking, your brain stops analyzing and starts reacting. Normally, the front of your brain runs the show: careful analysis, weighing trade-offs, long-term thinking. Under time pressure, a faster, older, more emotional region takes over. You don't feel less accurate. You feel more confident. Decades of decision science research have found that under time pressure, people's confidence in their decisions goes up while their actual accuracy goes down. You're not just thinking worse. You're thinking worse while being more sure you're right. That false confidence makes you predictably worse at three specific things. Evaluating trade-offs. You lock onto whichever side your gut grabs first. Considering consequences beyond the immediate. Second-order thinking goes offline. Recognizing what you don't know. Because you feel certain, you stop looking for what you're missing. And that's exactly what manufactured urgency is designed to exploit. This is mindjacking in its purest form. Someone engineers the pressure, your brain switches modes, and you make their decision instead of yours. The Urgency Trap: Real vs. Manufactured Not all time pressure is the same. Some deadlines are real. Your tax filing date is real. The board meeting on Thursday is real. The patient who needs a decision in the next ten minutes? That's real. These deadlines exist because of actual constraints in the world, not because someone manufactured them. A huge portion of the urgency you experience? It's engineered. "This offer expires at midnight." Really? Will the company stop wanting your money tomorrow? "We need your decision today." Why today? What actually changes between today and Wednesday? Manufactured urgency is one of the most effective persuasion tools ever invented. Countdown timers on websites that reset when you refresh the page. "Limited time" sales that somehow run every month. Negotiators who invent deadlines because pressure extracts concessions. Manufactured urgency is everywhere. And it works because of what we just covered. Time pressure flips you into fast-decision mode. When someone engineers urgency, they're not just rushing you. They're changing which part of your mind makes the call. The decisions that actually shape your career almost never show up with a countdown timer. The urgency trap pulls your attention to whatever is loudest, while the ones that matter sit quietly in the background. Until it's too late. Five Tests for Manufactured Urgency How do you tell the difference? I use five tests. Test One: The Source Test. Ask yourself: who benefits from me deciding quickly? If the answer is "the person creating the deadline," that's a red flag. Real deadlines serve the situation. Fake deadlines serve the person imposing them. The car salesperson who says "this price is only good today"? That deadline serves the dealership, not you. The surgeon who says "we need to operate within the hour"? That deadline serves the patient. Test Two: The Consequence Test. Ask: what actually happens if I wait? Not what I'm told will happen. What actually happens. "The offer expires." Does it? What would happen if you called back next week? In most cases, the offer magically reappears. Real deadlines have real, verifiable consequences. Manufactured ones have threats that evaporate on contact. Test Three: The History Test. Has this "urgent" situation happened before? If the company has run "ending soon" promotions every month for a year, that's not urgency. That's a business model. If a colleague marks everything "urgent" in their emails, that's not urgency. That's a habit. Test Four: The Reversibility Test. This one builds on our earlier work in the series. How reversible is this decision? If you can cancel, return, or renegotiate, urgency matters less. But if the decision is hard to reverse, like a long-term contract or a major hire, artificial urgency is especially dangerous. The less reversible the decision, the more suspicious you should be of anyone rushing you. Test Five: The Separation Test. Remove yourself from the pressure source and check if the urgency survives. Step out of the room. Sleep on it. Call back tomorrow. Real urgency persists when you leave. Manufactured urgency dissolves. You don't need all five to spot fake urgency. Two or three is usually enough. And once you start applying these tests, something shifts. You realize how much of the urgency in your life was never yours to begin with. I've watched this happen with more than one friend. A cancer diagnosis. Doctors giving them a timeline. And in every case, the same thing happened. Not panic. Clarity. Every manufactured urgency in their lives just fell away. The stuff that didn't matter stopped getting their attention. The stuff that did got all of it. They're well past the timelines their doctors gave them. The outlook is good. But the clarity never went away. They don't need the five tests. They already know which pressure is real. Most of us won't get that kind of forced clarity. So we need tools to create it for ourselves. When "I Need More Time" Is the Problem Everything I just said could become a very sophisticated excuse to never decide anything. "I need more time to think about it" is sometimes wisdom. And sometimes it's avoidance wearing wisdom's clothes. They feel identical from the inside. And that's what makes this so difficult. Recognizing avoidance in yourself is one of the hardest skills in this entire series. We spent all of Episode 10 on it because there's no quick trick for telling the two apart. If you haven't watched that one, I'd recommend going back to it. For this episode, the key connection is this: manufactured urgency and avoidance are opposite problems that feed each other. The more you've been burned by fake deadlines, the more justified "I need more time" feels. And the more you default to delay, the more vulnerable you become when real urgency hits. But watch for this: if you're using the Five Tests to justify delay rather than to evaluate urgency, that's avoidance borrowing the language of skepticism. The tests are meant to help you evaluate the deadline, not to give you another reason to avoid the decision. Calibrating Speed to Stakes So how do you calibrate between moving too fast and waiting too long? Jeff Bezos talks about one-way and two-way door decisions. I've expanded that into what I call the Stakes-Reversibility Grid. Two questions: How much does this matter? And how hard is it to undo? Low stakes, easy to reverse. Which project management tool to try. Where to hold the offsite. What to order for lunch. Decide immediately. These are the decisions people waste hours on that deserve minutes. High stakes, easy to reverse. A new marketing campaign. A pilot program. A hire with a 90-day probation period. Decide quickly, but build in a review date. You can course-correct, so speed matters more than perfection. Low stakes, hard to reverse. The subscription you never cancel. The small clause in a contract nobody reads. These are sneaky. They don't feel important, so you rush. But they're hard to undo, so they accumulate. High stakes, hard to reverse. A merger. A long-term contract. Shutting down a product line. This is where you slow down. This is where you deploy every test for manufactured urgency. This is where anyone rushing you should make you suspicious. Most people get this backwards. They spend weeks picking a laptop and fifteen minutes reviewing an employment contract. The grid fixes that. Be fast on what doesn't matter so you have the bandwidth to be slow on what does. From Knowing to Doing Early in my career, I watched all of this play out in a single conversation. I was negotiating a major technology partnership. The other side's lead negotiator dropped this line: "We need a signed term sheet by Friday or we're moving to the next candidate." Friday was two days away. I felt the shift. That tightening in my chest, that narrowing of focus. My brain immediately started racing toward "how do we make this work by Friday?" Not "should we?" Not "are these the right terms?" Just speed. Then I caught it. Source Test: who benefits from this Friday deadline? They did. We were their preferred partner and they knew it. Consequence Test: what actually happens if we miss Friday? They go to a backup they'd already passed over once. So I said: "We're serious about this partnership and we want to get the terms right. We'll have our response by next Wednesday." Pause. Then: "Okay." The deadline was never real. That's what this skill gives you. Not the ability to stall. Not the excuse to avoid commitment. The judgment to know which pressure deserves your speed and which deserves your skepticism. Next time you feel that tightening in your chest, that rush to decide, run two tests before you respond. The Source Test: who benefits from me deciding fast? The Consequence Test: what actually happens if I wait? You don't need all five every time. Those two alone will catch most manufactured urgency before it catches you. That's not indecisiveness. That's intelligence. Closing In Episode 10, we tackled uncertainty. In Episode 11, depletion. Now you can spot manufactured urgency. But there's a pressure harder to resist than any deadline. A room full of people who've already made up their minds, and they all disagree with you. The CEO nods. The team nods. Everyone nods. And you're sitting there thinking, "They're wrong." What do you do with that? That's next time. Subscribe so you don't miss it. Before You Go You've got the Source Test and the Consequence Test. Use them this week. Then drop a comment and tell me: what's the most obvious manufactured deadline you've ever seen through? I want to hear these stories. If mindjacking is a new concept for you, I've got a full episode that breaks down how your thinking gets hijacked, sometimes by outside forces, sometimes by yourself. Link's below. For those who want to support the work and the team behind these episodes, you can become a paid subscriber on Substack. That link is below too. Share this with someone who needs to hear it. We all know someone who either rushes every decision or can never pull the trigger. I'll see you in the next one.   Sources and References:  Less deliberation time leads to higher confidence (inverse relationship): Smith, J.F., Mitchell, T.R. & Beach, L.R. (1982). "A cost-benefit mechanism for selecting problem-solving strategies." Organizational Behavior and Human Performance, 29(3), 370–396. https://www.sciencedirect.com/science/article/abs/pii/0030507382900343 Time pressure reduces processing efficiency and accuracy in decision-making: Dambacher, M. & Hübner, R. (2015). "Time pressure affects the efficiency of perceptual processing in decisions under conflict." Psychological Research, 79(1), 83–94. https://pubmed.ncbi.nlm.nih.gov/24487728/ Time pressure increases risk-taking and alters neural outcome evaluation: Lin, C.J. & Jia, H. (2023). "Time pressure affects the risk preference and outcome evaluation." International Journal of Environmental Research and Public Health, 20(4), 3205. https://pmc.ncbi.nlm.nih.gov/articles/PMC9963851/ Time pressure shifts exploration strategies and dampens uncertainty processing: Wu, C.M., et al. (2022). "Time pressure changes how people explore and respond to uncertainty." Scientific Reports, 12, 3955. https://www.nature.com/articles/s41598-022-07901-1 Comprehensive review of the speed-accuracy tradeoff: Heitz, R.P. (2014). "The speed-accuracy tradeoff: history, physiology, methodology, and behavior." Frontiers in Neuroscience, 8, 150. https://pmc.ncbi.nlm.nih.gov/articles/PMC4052662/ Stress rapidly impairs prefrontal cortex function and shifts control to subcortical structures: Arnsten, A.F.T. (2009). "Stress signalling pathways that impair prefrontal cortex structure and function." Nature Reviews Neuroscience, 10, 410–422. https://pmc.ncbi.nlm.nih.gov/articles/PMC2907136/ The amygdala's role in decision-making under emotional and time pressure: Gupta, R., et al. (2011). "The amygdala and decision-making." Neuropsychologia, 49(4), 760–766. https://pmc.ncbi.nlm.nih.gov/articles/PMC3032808/ Stress and decision-making — a neurobiological integrative model: Pabón, E., et al. (2024). "Decision-making under stress: A psychological and neurobiological integrative model." Frontiers in Behavioral Neuroscience. https://pmc.ncbi.nlm.nih.gov/articles/PMC11061251/ Jeff Bezos's Type 1 / Type 2 decision framework (2015 Letter to Shareholders): Bezos, J. (2015). Amazon Annual Report — Letter to Shareholders. https://www.sec.gov/Archives/edgar/data/1018724/000119312515144741/d895323dex991.htm The 70% information threshold (2016 Letter to Shareholders): Bezos, J. (2016). Amazon Annual Report — Letter to Shareholders. https://ir.aboutamazon.com/annual-reports-proxies-and-shareholder-letters/default.aspx Time pressure effects on decision-making in loss scenarios (eye-tracking): Zhou, Y-B., et al. (2024). "Time pressure effects on decision-making in intertemporal loss scenarios: an eye-tracking study." Frontiers in Psychology, 15, 1451674. https://www.frontiersin.org/journals/psychology/articles/10.3389/fpsyg.2024.1451674/full How time pressure in different phases affects human-AI collaboration: Cao, S., Gomez, C. & Huang, C-M. (2023). "How Time Pressure in Different Phases of Decision-Making Influences Human-AI Collaboration." Proceedings of the ACM on Human-Computer Interaction, 7(CSCW2), Article 277. https://dl.acm.org/doi/10.1145/3610068 All sources were active and validated as of February 2025.   

When we think about improving client outcomes, it's easy to focus on goals, programs, and data collection. In this episode, we zoom out and talk about what's happening behind the scenes. We dive into Organizational Behavior Management (OBM) and how the systems we work within, including training, communication, leadership, and culture, have a powerful ripple effect on everyone involved.We explore how OBM applies the same ABA principles we use with learners to organizations, teams, and leadership. From analyzing systems using an ABC framework to pinpointing key metrics like staff performance, burnout, and treatment fidelity, we discuss how small, strategic changes can lead to meaningful, sustainable impact. We also talk about leadership, feedback loops, and reinforcement systems, and how clear expectations and compassionate data use can build trust and alignment.Ultimately, we reflect on the ripple effect of strong systems. Better supervision leads to stronger future BCBAs and improved outcomes for clients and families. When we strengthen the system, we strengthen the forest, not just one tree.What's Inside:What Organizational Behavior Management (OBM) really is and why it matters in ABAHow systems and leadership directly impact client outcomesUsing behavioral systems analysis and data to drive meaningful changeThe ripple effect of strong supervision and organizational practicesMentioned in This Episode:Supervision Resource BundleCEU Event: Organizational Behavior Management (OBM) for BCBAs: Driving Change and Improving Workplace Performance with BCBA Mellanie PageHowToABA.com/joinHow to ABA on YouTubeFind us on FacebookFollow us on Instagram

Gray divorce is one of the fastest-growing divorce trends, yet it remains one of the least talked about experiences. It is not just the end of a marriage. It is the unraveling of decades of shared life, identity, routines, and expectations. In this episode, Susan Guthrie is joined by gray divorce coach Maryjane Sweet for a deeply moving conversation about what it truly takes to navigate this transition with intention, emotional awareness, and integrity. Susan and Maryjane explore why gray divorce can feel so destabilizing, especially when it arrives unexpectedly, and how the loss extends far beyond the marriage itself. They talk about grief, identity shifts, nervous system overwhelm, and the invisible emotional labor women carry as they try to hold themselves and their families together during profound change. What You'll Learn Why gray divorce is not just a legal ending, but a profound emotional and identity shift after decades of shared life Why rituals around loss, such as leaving a family home or removing wedding rings, help create closure and support healing How daily anchors like sleep, nourishment, movement, and connection are essential tools during divorce Why adult children are deeply impacted by gray divorce and how parents can model integrity, resilience, and self-compassion How focusing on how you want to feel can help guide decisions when the future feels like a black hole Why coaching support can be critical during gray divorce and how it helps women move forward without getting stuck in the past About the Guest  Maryjane is a gray divorce coach and consultant. She combines the lived experience of ending a 26-year marriage with deep professional training to help women navigate the emotional and practical complexities of gray divorce. She holds a master's in Organizational Behavior and is an !CF-certified PCC coach with over 1,500 client hours worldwide. She's trained in mindfulness and meditation through Duke University, is a certified trauma-informed yoga instructor, and has taught university courses on well-being and neuroscience-based stress regulation. With more than twenty years in leadership development and human transformation, she offers women a grounded, evidence-based pathway through midlife divorce - one that honors both the unraveling and the rising. Connect with Maryjane Sweet Website: http://maryjanesweet.com Instagram: @thegreydivorcecoach Blog Article + Free Downloadable Resource

Martha Beck is a sociologist, life coach, speaker, and also a New York Times Bestselling author many times over. She holds Bachelor's, Master's and PhD degrees from Harvard, where she also taught Sociology, Social Psychology, Organizational Behavior, and Business Management. Martha has been featured on Oprah and Good Morning America, and has published several New York Times International Bestsellers including Finding Your Own North Star, The Joy Diet, and Expecting Adam.Her newest books are Beyond Anxiety: Curiosity, Creativity and Finding Your Life's Purpose, and The Way of Integrity: Finding the Path to Your True Self, which explores why integrity - being in harmony with ourselves - is the key to a meaningful and joyful life.Follow To Dine For:Official Website: ToDineForTV.comFacebook: Facebook.com/ToDineForTVInstagram: @ToDineForTVTwitter: @KateSullivanTVEmail: ToDineForTV@gmail.com Thank You to our Sponsors!American National InsuranceFollow Our Guest:Official Site: MarthaBeck.comFacebook: Martha BeckInstagram: @TheMarthaBeckFollow The Restaurant:Official Website: The Original Pancake House - Scottsdale, AZ Hosted on Acast. See acast.com/privacy for more information.

How “spaciousness” helps teams move beyond busywork — and build the conditions for honest conversation.“We're just so busy right now” is one of the most common reasons cultures don't change — and it's exactly what Megan Reitz set out to understand. In her research, she describes two modes of attention at work: doing mode, where focus narrows to tasks, control, and quick progress, and spacious mode, where attention expands, insight emerges, and real connection becomes possible.Reitz is a leadership researcher whose work explores how people speak up, listen well, and create environments where others can be heard — because, as she puts it, “how you show up affects the voices of the people around you.” When teams are anxious or rushed, attention tightens and listening gets shallow; when there's more safety and space, people can pause, widen their perspective, and make better choices together.In this Quick Thinks episode of Think Fast, Talk Smart, Reitz and host Matt Abrahams discuss why organizations get stuck in doing mode and what it takes to build spacious agility. They share practical ways to name spaciousness, strengthen psychological safety, introduce healthy dissonance (even through assigned roles like devil's advocate), and respond in ways that keep people speaking up — not shutting down.Episode Reference Links:Megan ReitzMegan's Book: Speak Out, Listen UpEp.132 Lean Into Failure: How to Make Mistakes That WorkEp.148 Conviction and Compassion: How to Have Hard Conversations Connect:Premium Signup >>>> Think Fast Talk Smart PremiumEmail Questions & Feedback >>> hello@fastersmarter.ioEpisode Transcripts >>> Think Fast Talk Smart WebsiteNewsletter Signup + English Language Learning >>> FasterSmarter.ioThink Fast Talk Smart >>> LinkedIn, Instagram, YouTubeMatt Abrahams >>> LinkedInChapters:(00:00) - Introduction (02:10) - Doing Mode vs. Spacious Mode (02:13) - Building Agility Between Modes (12:56) - Creating Psychological Safety (19:14) - Conclusion  ********Thank you to our sponsors.  These partnerships support the ongoing production of the podcast, allowing us to bring it to you at no cost.This episode is brought to you by Babbel. Think Fast Talk Smart listeners can get started on your language learning journey today- visit Babbel.com/Thinkfast and get up to 55% off your Babbel subscription.Join our Think Fast Talk Smart Learning Community and become the communicator you want to be. 

Why it's critical to say what needs to be said — and listen when others do the same.Speak out, listen up — these are Megan Reitz's core pillars of workplace communication. According to her, healthy organizations are only possible when everyone can say what they think, and they know they'll be heard.Reitz is an academic and author whose work focuses on creating workplaces where all voices are heard and valued. Her latest book, Speak Out, Listen Up, explores the power dynamics that shape our communication at work and beyond. “Conversational habits define organizational success and our capacity to flourish,” she says. “Ethical conduct depends on what we're able to say and what we aren't, and whether we're heard or not. Innovation depends on our capacity to speak up, challenge, and disrupt, and whether that is heard or not. And of course, our engagement and our ability to perform depends on a feeling that our opinion is valued and that we're respected.”In this episode of Think Fast, Talk Smart, Reitz and host Matt Abrahams discuss how to create workplaces where every voice is heard. From her T.R.U.T.H. framework (trust, risk, understanding, titles, and how-to) to the pitfalls of communicational power dynamics, Reitz's insights reveal why healthy organizations are only possible when we all speak out and listen up.Episode Reference Links:Megan ReitzMegan's Book: Speak Out, Listen UpEp.132 Lean Into Failure: How to Make Mistakes That Work Ep.148 Conviction and Compassion: How to Have Hard Conversations Connect:Premium Signup >>>> Think Fast Talk Smart PremiumEmail Questions & Feedback >>> hello@fastersmarter.ioEpisode Transcripts >>> Think Fast Talk Smart WebsiteNewsletter Signup + English Language Learning >>> FasterSmarter.ioThink Fast Talk Smart >>> LinkedIn, Instagram, YouTubeMatt Abrahams >>> LinkedInChapters:(00:00) - Introduction (02:21) - The TRUTH Framework (05:32) - Status, Titles, and Voice (09:21) - Power Traps For Leaders (14:06) - Mindful Leadership = Habit Change (18:35) - The Final Three Questions (25:46) - Conclusion ********Thank you to our sponsors.  These partnerships support the ongoing production of the podcast, allowing us to bring it to you at no cost.Strawberry.me. Get 50% off your first coaching session today at Strawberry.me/smartJoin our Think Fast Talk Smart Learning Community and become the communicator you want to be. 

In this podcast episode, Dr. Jonathan H. Westover talks with Lauren Tropeano about how companies can tap into the humanity of their people in the era of AI. Lauren Tropeano is the Chief People Officer at Docebo. She brings over 20 years of Human Resources expertise to Docebo, having led diverse, multinational teams for several global, high growth tech organizations. Prior to Docebo, Lauren was the Chief People Officer at Skillshare, a leader in creative learning, from 2022 to 2024. She also held several executive roles leading global People teams at tech companies such as DraftKings from 2018 to 2022, and Cogito, Pivotal Software and Dell/EMC prior. In those leadership roles, she led teams and organizations through several periods of rapid growth and transformation. She is also the founder of Destination People, a boutique human resources consulting firm. Lauren received her MBA from the University of Massachusetts at Amherst and B.A. in Organizational Behavior from Boston College. Check out all of the podcasts in the HCI Podcast Network!

This conversation left me with a deep understanding as another piece of the jigsaw puzzle clicked into place. That feeling when something finally makes sense and you can start to see the solution. The research is clear: Women are doing more of the "non-promotable" work in organisations, leading to burnout and being overlooked for promotions. Professor Laurie Weingart and four academic colleagues formed The No Club - initially in response to their own challenges navigating their careers. Then they realised something much bigger was going on. Their research became the book "The No Club: Putting an End to Women's Dead-End Work." Together we discuss: How do we help women reach and retain senior roles if we can't get off this merry-go-round of carrying an additional burden of work that doesn't lead to promotion? This conversation should be compulsory viewing for leaders, for anyone focused on organisational design, and anyone passionate about accelerating women's careers. If you're ambitious to make a bigger impact but can't shake the exhaustion, this conversation is for you. Professor Laurie Weingart is Professor of Organizational Behavior and Theory at Carnegie Mellon's Tepper School of Business. This is a replay of Episode #113   ----------------------- Craving inspiration? I send an email each Sunday about leadership reflection, top tips to build an intentional & sustainable life and other things that have captured my attention and are too good not to share! Sign up here: https://www.bravefeminineleadership.com/leadershipinspiration Loving the podcast? Leave us a short review. It takes less than 60 seconds & will inspire like-minded leaders to join the conversation! Access Your Free Clarity Tool Between the endless to-do lists, competing priorities, and decisions piling up, it's easy to lose sight of what matters most. But here's the truth: you can't give more if you're running on empty. That's why we created Balance Your Brave—a free 15-minute diagnostic tool to help you regain control and clarity. In just 15 minutes, you will: ✅ Pinpoint energy drains holding you back. ✅ Identify where to focus for the biggest impact. ✅ Walk away feeling calmer and more confident in your next steps. Think of it as your personal roadmap to balance and alignment. ⬇️ Click here to access your free Balance Your Brave diagnostic tool. https://www.bravefeminineleadership.com/Balance-Your-Brave   Are we friends? Connect with Us. Instagram: https://www.instagram.com/bravefeminineleadership LinkedIn: https://www.linkedin.com/company/brave-feminine-leadership YouTube: https://www.youtube.com/@bravefeminineleadership

Jeffrey Pfeffer is the Thomas D. Dee II Professor of Organizational Behavior at the Graduate School of Business, Stanford University where he has taught since 1979. He is the author or co-author of 16 books. Dr. Pfeffer received his B.S. and M.S. degrees from Carnegie-Mellon University and his Ph.D. from Stanford. In this episode, Robinson and Jeffrey discuss the field of organizational behavior. More particularly, they talk about the aims and methods of the field, some of its subjects—such as power and influence—and case studies. Jeffrey's latest book is the 7 Rules of Power (Holt, 2022). 7 Rules of Power: https://a.co/d/58WWhiCOUTLINEOUTLINE00:00 Introduction05:46 Understanding Vs Implementation11:42 The Seven Principles of Influence19:33 Evolutionary Biology20:49 How Self-Interest Rules Organizations29:37 Power and the Prevalence of Conspiracies33:53 Jeffrey Epstein and the Laws of Power42:55 The Administration of Health Benefits49:16 How Jeffrey's Research Has Influenced His Behavior59:06 The Price of PowerRobinson's Website: http://robinsonerhardt.comRobinson Erhardt researches symbolic logic and the foundations of mathematics at Stanford University, where he is also a JD candidate in the Law School.

We return to the podcast circuit in 2026 to examine Scott Galloway: NYU professor, prolific podcaster, and, more recently, part-time life coach for struggling young men.Joining him on an episode of Modern Wisdom with Chris Williamson, we are invited into one of the few remaining forbidden conversational spaces: men, masculinity, and men's problems. You may have been misled by the relentless popularity of Joe Rogan, Modern Wisdom, The Tucker Carlson Show, Triggernometry, The Diary of a CEO, Huberman Lab, and several dozen adjacent properties into thinking these topics are already discussed at length on a near-weekly basis. Alas, this turns out to be a dangerous illusion.In reality, even mentioning men's issues requires an extended ritual acknowledgement of women, failure to perform which risks immediate cancellation. Braving these cultural headwinds, we wade into manly dialogue about masculinity, sex differences, and male malaise. Along the way, we ponder the intricacies of culture war evolutionary psychology, anthropological wars over Man the Hunter, optimised dosages for manly whingeing, and whether making boys learn French verb conjugations qualifies as a human rights abuse.So get your notebooks ready for some important notes from two of the most masculine men in the modern male podcasting space. Men...LinksModern Wisdom: The War On Men Isn't Helping Anyone - Scott GallowayThe Diary of a CEO: Scott Galloway: We're Raising The Most Unhappy Generation In History! Hard Work Doesn't Build WealthAcademic papers ReferencedChanges in gender-based hiring bias (large meta-analysis): Schaerer, M., Du Plessis, C., Nguyen, M. H. B., Van Aert, R. C., Tiokhin, L., Lakens, D., … Gender Audits Forecasting Collaboration. (2023). On the trajectory of discrimination: A meta-analysis and forecasting survey capturing 44 years of field experiments on gender and hiring decisions. Organizational Behavior and Human Decision Processes, 179, 104280.Epidemiology of alcohol use disorder by marital status (US, NESARC-III): Grant, B. F., Goldstein, R. B., Saha, T. D., et al. (2015). Epidemiology of DSM-5 Alcohol Use Disorder: Results from the National Epidemiologic Survey on Alcohol and Related Conditions III. JAMA Psychiatry, 72(8), 757–766.Protective effects of marriage on life expectancy (US Medicare sample): Jia, H., & Lubetkin, E. I. (2020). Life expectancy and active life expectancy by marital status among older US adults: Results from the US Medicare Health Outcome Survey (HOS). SSM – Population Health, 12, 100642.Widowhood and well-being (contrary to claims of increased happiness): Adena, M., Hamermesh, D., Myck, M., & Oczkowska, M. (2023). Home alone: Widows' well-being and time. Journal of Happiness Studies, 24(2), 813–838.Meta-analysis of the widowhood effect on mortality (men and women): Shor, E., Roelfs, D. J., Curreli, M., Clemow, L., Burg, M. M., & Schwartz, J. E. (2012). Widowhood and mortality: A meta-analysis and meta-regression. Demography, 49(2), 575–606.Marriage and life satisfaction across the life course (multi-country): Mikucka, M. (2016). The life satisfaction advantage of being married and gender specialization....

We're here to wish you a very happy New Year! We hope you're ringing in the new year in good health and looking forward to what's ahead in 2026. As people are setting goals and making resolutions, we're re-running an episode today on the future of motivation. Last year, we sat down with Szu-chi Huang, an expert in motivation. She explained how science is changing our understanding of goal-setting and achievement, and offered a few tricks you can try when you feel stuck. We hope you'll tune in again today and pick up a few insights on how to sustain enthusiasm for your goals over time.Have a question for Russ? Send it our way in writing or via voice memo, and it might be featured on an upcoming episode. Please introduce yourself, let us know where you're listening from, and share your question. You can send questions to thefutureofeverything@stanford.edu.Episode Reference Links:Stanford Profile: ​​Szu-chi HuangConnect With Us:Episode Transcripts >>> The Future of Everything WebsiteConnect with Russ >>> Threads / Bluesky / MastodonConnect with School of Engineering >>> Twitter/X / Instagram / LinkedIn / FacebookChapters:(00:00:00) IntroductionRuss Altman introduces Szu-chi Huang, a professor of Marketing at Stanford GSB.(00:02:13) Studying MotivationSzu-chi shares what led her to study motivational science.(00:02:45) Defining MotivationMotivation as the drive to close the gap between current and ideal self.(00:03:39) The Science of MotivationStudying motivation through behavioral and neurological data.(00:04:30) Why It Matters in BusinessHow motivation science applies to leaders, teams, and customers.(00:05:21) The Motivation FrameworkThe strategies needed in order to stay motivated over time.(00:06:24) Journey vs. Destination MindsetThe different mindsets needed throughout the stages of motivation.(00:08:03) Motivating Kids to Choose HealthyCollaborating with UNICEF to study what motivates children.(00:09:37) Gamified Coupons in PanamaA study using gamified coupons to influence children's food choices.(00:13:08) Loyalty Programs as MotivationHow customer reward programs act as structured goal journeys.(00:15:29) Progress Versus PurposeThe different incentives needed in each stage of loyalty programs.(00:17:11) Retirement Saving LessonsHow financial institutions apply motivational science to long-term goals.(00:19:54) Motivation in Social ContextThe role of social connections in goal pursuit and sustaining motivation.(00:21:20) Support vs. Competition in Shared GoalsThe benefits and drawbacks of sharing goal journeys with others.(00:24:52) Designing Apps for MotivationHow redesigning user interfaces can help users stay motivated.(00:26:02) AI as a Motivation CoachUsing AI to personalize feedback across all stages of goal pursuit.(00:28:50) Starting and Sustaining a GoalPractical strategies for launching and sustaining a goal.(00:30:59) Conclusion Connect With Us:Episode Transcripts >>> The Future of Everything WebsiteConnect with Russ >>> Threads / Bluesky / MastodonConnect with School of Engineering >>>Twitter/X / Instagram / LinkedIn / Facebook Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Dan Cable was doing his job and getting compensated for it, but there was a problem: he was going through the motions with no growth, learning, or sense of excitement. He knew he needed to make a change to excel. By exploring the neuroscience behind thriving at work, Dan has since used his experience to help companies like Coca-Cola and Twitter (now X) optimize employee conditions. In this revisited episode, Dart and Dan discuss the neuroscience of enthusiastic employees, the practices that shut people down, and what we can do to set them free.Dan Cable is a researcher, author, and Professor of Organizational Behavior at the London Business School. He is the author of Alive at Work and uses his expertise to assist clients like Coca-Cola, Twitter, McDonald's, and Prudential. In this episode, Dart and Dan discuss:- Dan's book, Alive at Work - The biology behind enthusiastic employees- How Dan helped reduce a company's turnover by 30%- Why experimentation and play at work are essential- Creating conditions for experimentation without risking company goals- What stifles employee energy- Playing to the strengths of your team- The type of leadership that creates thriving employees- How managers can create personalized work- And other topics…Daniel M. Cable is a researcher, author, and Professor of Organizational Behavior at London Business School. He uses his expertise to assist clients like Coca-Cola, Twitter, McDonald's, and Prudential, among others. He has won the London Business School's Excellence in Teaching Award and was selected for the 2018 Thinkers50 Radar List.Dan holds a BA from Penn State University and an MS Ph.D. from Cornell. He has published three books – Change to Strange, Alive at Work, and Exceptional – as well as more than 50 articles in top scientific journals. His work has been featured in The Economist, The New York Times, The Wall Street Journal, and CNBC.Resources Mentioned:Alive at Work, by Daniel Cable: https://www.amazon.com/Alive-Work-Neuroscience-Helping-People/dp/1633697665Design for Belonging, by Susie Wise: https://www.amazon.com/Design-Belonging-Inclusion-Collaboration-Communities-ebook/dp/B0998BMN9HConnect with Dan:LinkedIn: https://www.linkedin.com/in/dan-cable-a0b581a0/ Twitter: @dancable1Website: www.dan-cable.comWork with Dart:Dart is the CEO and co-founder of the work design firm 11fold. Build work that makes employees feel alive, connected to their work, and focused on what's most important to the business. Book a call at 11fold.com.

Stability in Motion  Description: Listen as Mary Bier, President and Chief Executive Officer of the Military Child Education Coalition (MCEC), discusses what military-connected children need most to thrive amid constant change. Drawing on both professional leadership and lived experience as a military parent, she reflects on the importance of stability, belonging, and prepared adults. This conversation offers parents and educators thoughtful insight into how consistent support helps military kids learn, lead, and feel grounded wherever they go.  This podcast is made possible by generous funding from the USAA Foundation.     Audio mixing by Concentus Media, Inc., Temple, Texas.   Bio:  Mary Bier, President & Chief Executive Officer of MCEC  Mary Bier, MBA, is the President and Chief Executive Officer of the Military Child Education Coalition (MCEC). A seasoned leader with more than 20 years of experience in business strategy, organizational leadership, and community engagement, she brings a dynamic vision to MCEC's mission of ensuring every military-connected child has access to quality educational opportunities.   As a military spouse and parent, Bier has firsthand insight into the unique challenges and strengths of military families. This lived experience fuels her passion for advocating for military-connected students, ensuring they receive the educational support and opportunities they deserve.   Bier's professional background spans both the corporate and nonprofit sectors, where she has successfully led high-impact initiatives, built collaborative partnerships, and served as a subject matter expert on veteran and military family issues. She has been invited to the White House to share insights on military-connected programs, testified before the New York City Department of Veteran Affairs, and facilitated expert panels on military family well-being.   Prior to joining MCEC, Bier held leadership roles in business strategy, customer success, and military initiatives, where she was instrumental in scaling operations, optimizing talent development, and fostering inclusive organizational cultures. Her ability to translate strategic goals into actionable outcomes has driven mission impact across multiple organizations.   At MCEC, Bier is committed to expanding the organization's reach, deepening partnerships, and championing the needs of military-connected children. Under her leadership, MCEC will continue to be a trusted resource for families, educators, and policymakers dedicated to supporting military students on their educational journey.   Bier holds a Master of Business Administration (MBA) with a focus on Management and Organizational Behavior and a Bachelor of Arts in Spanish from California Lutheran University.   She resides with her family in Madison, Wisconsin.               

The right rituals—and the right conversations—can transform how your team collaborates.Strong collaboration starts with thoughtful practices and clear communication. As Molly Sands, Head of the Teamwork Lab at Atlassian, emphasizes, the teams that thrive are the ones that regularly pause to align on what matters and how they're progressing. “You want to know if you're making progress,” she notes, “and you want ways to redirect early—before you're scrambling at the end.”Through her research with teams across Atlassian and around the world, Sands has seen how small, consistent habits—monthly goal reviews, transparent updates, shared spaces for spontaneous interaction—build alignment, psychological safety, and momentum. And in hybrid and distributed environments, she highlights how “bursty” collaboration patterns and intentional meeting design help teams move faster without burning out.In this Quick Thinks episode of Think Fast, Talk Smart, Sands and host Matt Abrahams break down the rituals that make teamwork work, from OKR check-ins to collaboration hours to the rotating Chief Vibes Officer. No matter where your team sits, Sands shows how intentional communication unlocks connection, speed, and more satisfying ways of working together.Episode Reference Links:Molly SandsEp.241 Team Spirit: How to Make Group Work WorkConnect:Premium Signup >>>> Think Fast Talk Smart PremiumEmail Questions & Feedback >>> hello@fastersmarter.ioEpisode Transcripts >>> Think Fast Talk Smart WebsiteNewsletter Signup + English Language Learning >>> FasterSmarter.ioThink Fast Talk Smart >>> LinkedIn, Instagram, YouTubeMatt Abrahams >>> LinkedInChapters:(00:00) - Introduction (02:43) - Measuring Collaboration the Right Way (05:35) - Training Leaders & Goal Rituals (07:49) - Creating Space for Spontaneous Work (11:20) - Making In-Person Time Count (11:44) - Three High-Impact Team Gatherings (14:00) - Supporting Diverse Communication Styles (16:08) - Conclusion  ********Thank you to our sponsors.  These partnerships support the ongoing production of the podcast, allowing us to bring it to you at no cost. Go to Quince.com/ThinkFast for free shipping on your order and 365-day returns. Join our Think Fast Talk Smart Learning Community and become the communicator you want to be.

In this episode of “This Is Purdue,” we're talking to Kasie Roberson, clinical associate professor in the Organizational Behavior and Human Resource Management Department in Purdue University's Mitch Daniels School of Business and head of the Leadership Coaching Institute in the Center for Working Well.   As a nationally recognized educator and communication and AI expert, Kasie guides undergraduate and graduate students and professionals in topics like critical thinking, emotional intelligence and best practices for using AI as an effective communication tool.   In this episode, you will:   Learn more about Kasie's people-first approach to effective communication and using AI as a tool, including five skills that will set you up for success in the real world   Gain insights into recent data on the realities of Gen Z's use of and relationship with generative AI and how it's informed Kasie's research and teaching   Hear about Kasie's exciting and inspiring fireside chat at the inaugural Sunniefest in Dallas and her three-tiered approach for Gen Z and Gen Alpha to navigate AI while maintaining their authenticity and voice   Discover how adults, including parents and educators, can positively shape younger generations' experiences with AI, from playing with fun brainstorming prompts to navigating important ethical issues    Find out about Kasie's innovative work at the Center for Working Well and the Leadership Coaching Institute as well as upcoming programs for students and professionals seeking to improve their communication skills, based on Purdue principles like grit, persistence and resilience   You don't want to miss this insightful episode with a Boilermaker and communication expert who's helping students and professionals become more effective, empathetic communicators and AI users.  Learn more about your ad choices. Visit megaphone.fm/adchoices

A forthcoming article by our guests today – appropriately titled “Rethinking Stardom" - argues that: Star performers are increasingly capturing the attention of both researchers and practitioners alike. However, studies on these uber-performers often employ disparate definitions, theoretical foundations and assumptions, and methods and analyses, which creates significant tension and confusion in the comparison of findings and the formation of a clear understanding of what star performance truly entails and its impact on individuals, teams, and organizations. To better explore the concept of star performers in organisations I am delighted to be joined by the two authors of this paper: Professor Ernest O'Boyle, Dale Coleman Chair of Management and Professor at Indiana University - Kelley School of Business, and Martin Gotz, Senior Teaching and Research Assistant in the Department of Psychology at the University of Zurich in Switzerland.The article discussed in the interview is available here: O'Boyle, E. H., & Götz, M. (2025). Rethinking stardom: A relativistic approach to studying the absolute best performers. Annual Review of Organizational Psychology and Organizational Behavior, 13.Rethinking Stardom: A Relativistic Approach to Studying the Absolute Best Performers | Annual Reviews Hosted on Acast. See acast.com/privacy for more information.

The secret to effective teamwork and collaboration.To collaborate, we have to communicate. As Molly Sands knows, “The more that we can get on the same page, the more effective we are.”Sands is a behavioral scientist and the head of the Teamwork Lab at Atlassian, where she researches how teams can collaborate more effectively and efficiently, especially in distributed and hybrid work environments. As she's seen in her research and within her own team, “People can accomplish a lot more together when they work well together.” The key to unlocking that potential lies in communication that aligns people not just in their activity, but in their deeper goals and vision. “The best work happens when you start by asking why,” she says, “getting people to really understand: why is this a problem, why do we wanna solve it, and how are we uniquely positioned to do that? The more that we can map this out together, the more effective our teams tend to be.”In this episode of Think Fast, Talk Smart, Sands and host Matt Abrahams discuss strategies for effective collaboration, from “page-led” meetings and asynchronous video messages to using AI as a collaborator. Whether your team is working face-to-face or across time zones, Sands' insights show how better communication is the key to better collaboration.Episode Reference Links:Molly SandsEp.241 Team Spirit: How to Make Group Work WorkConnect:Premium Signup >>>> Think Fast Talk Smart PremiumEmail Questions & Feedback >>> hello@fastersmarter.ioEpisode Transcripts >>> Think Fast Talk Smart WebsiteNewsletter Signup + English Language Learning >>> FasterSmarter.ioThink Fast Talk Smart >>> LinkedIn, Instagram, YouTubeMatt Abrahams >>> LinkedInChapters:(00:00) - Introduction (02:32) - How the Teamwork Lab Works (04:03) - Top Challenges for Teams (04:37) - Clarifying Goals & Alignment (07:19) - AI as a Collaborative Partner (09:25) - Atlassian's AI Onboarding Buddy (12:49) - Rethinking Meetings (15:58) - Three Types of Work Time (17:17) - Replacing Meetings with Asynchronous Video (20:02) - The Final Three Questions (24:11) - Conclusion  ********This episode is sponsored by Grammarly. Let Grammarly take the busywork off your plate so you can focus on high-impact work. Download Grammarly for free today Join our Think Fast Talk Smart Learning Community and become the communicator you want to be.

Show notes: (0:00) Intro (1:05) Ryan's journey from sports psychology to mindset research (2:41) The story of Cheryl and the difference between "doing" and "being" (6:37) Why mindset matters more than skillset (9:09) Fixed vs. Growth Mindset (11:54) Closed vs. Open mindset and the power of feedback (22:28) Prevention vs. Promotion mindset: how goals change your wiring (29:57) Inward vs. Outward mindset: seeing others as people, not objects (34:08) Trauma, healing, and upgrading your inner programming (35:50) Three levels of development: from journaling to deeper healing (41:40) How to work with Ryan and access the free mindset assessment (44:25) Outro Who is Ryan Gottfredson, PhD?   Ryan Gottfredson, Ph.D., is a leading leadership development author, researcher, and consultant specializing in vertical development and mindset transformation. A Wall Street Journal and USA Today best-selling author, he wrote Success Mindsets and The Elevated Leader. Through his firm, Ryan Gottfredson LLC, he helps executive teams and organizations elevate performance and culture, working with major brands such as CVS Health, Deutsche Telekom, Experian, the Federal Reserve Bank, Nationwide Insurance, and Cook Medical. Ryan also serves as a leadership professor at California State University–Fullerton. He holds a Ph.D. in Organizational Behavior and Human Resources from Indiana University and has published more than 20 scholarly articles across top journals. His research on leadership and organizational behavior has been cited over 4,000 times since 2018, establishing him as a respected authority in the field.   Connect with Ryan: Website: https://ryangottfredson.com/ LinkedIn: https://www.linkedin.com/in/ryan-gottfredson-9a0b466 Links and Resources: Peak Performance Life Peak Performance on Facebook Peak Performance on Instagram  

Mike Baer is an award-winning business professor at Arizona State University, where he researches trust, justice, and impression management. Mike has published his research in top academic journals, including the Academy of Management Journal, Journal of Applied Psychology, and Personnel Psychology, and Mike is currently the Editor-in-Chief at one of the field's top journals—Organizational Behavior and Human Decision Processes.  Mike's research has been covered by media outlets such as Harvard Business Review, Financial Times, PBS, NPR, Business Insider, Men's Health, and New York Magazine among others. Prior to joining academia, Mike worked in the construction industry, at Hewlett Packard's Executive Leadership Development group, and in publishing and online education. He earned his undergraduate and graduate degrees from BYU, and his PHD from the University of Georgia. In this episode we discuss the following: Trust is both a gift and a burden. When we trust others, we can increase their pride and opportunities but can also overload them with responsibilities and pressure. Leaders routinely overload their most trusted people without taking anything off their plates, while under-investing in newer employees who could grow with smaller tasks. Trust shapes how we interpret behavior: trusted employees get the benefit of the doubt; less-trusted ones receive harsh judgments for the same mistakes, which can make early impressions disproportionately powerful. When people are forming those early impressions and deciding whether to trust us, they are thinking about three things: Are we competent? Do we care about them? Do we have good values? So if we do our job well and help other people without being asked, we will tend to make a good impression. About 25% of employees don't actually want more trust—they want stability, not responsibility.

2 out of 3 internet users in the USA pay for Prime.  Yet, most of them are irrationally loyal.  They feel like the subscription provides more cost savings than reality.  Today, on Nudge, Richard Shotton and I explore the behavioural science behind Amazon Prime.  We look at the sunk-cost fallacy and pennies-a-day effect to explain why so many are irrationally loyal to Amazon Prime.  ---  Subscribe to the Nudge Vaults: https://www.nudgepodcast.com/vaults Read Richard's book: https://a.co/d/fEW7amQ Sign up for my newsletter: https://www.nudgepodcast.com/mailing-list Connect on LinkedIn: https://www.linkedin.com/in/phill-agnew-22213187/ Watch Nudge on YouTube: https://www.youtube.com/@nudgepodcast/  --- Today's sources: Arkes, H. R., & Blumer, C. (1985). The psychology of sunk cost. Organizational Behavior and Human Decision Processes, 35(1), 124–140. Gourville, J. T. (1998). Pennies-a-day: The effect of temporal reframing on transaction evaluation. Journal of Consumer Research, 24(4), 395–403. Gourville, J. T., & Soman, D. (1998). Payment depreciation: The behavioral effects of temporally separating payments from consumption. Journal of Consumer Research, 25(2), 160–174. Roth, S., Robbert, T., & Straus, L. (2015). On the sunk-cost effect in economic decision-making: A meta-analytic review. Business Research, 8(1), 99–138.

We are joined on CSI Chat by Jeffrey Pfeffer who is the Thomas D. Dee II Professor of Organizational Behavior at the Graduate School of Business at Stanford University where he has taught since 1979 and has authored or co-authored over 16 books on various business topics, including Power, leadership and career development.  We talk to Jeffrey about his latest book, "7 Rules of Power:  Surprising – But True – Advice on how to get things done and advance your career".  We touch on a number of topics with Jeffrey, including: -   What is the definition of "Power" and why is it important to have "Power"?  Is there a positive correlation between happiness and power? - What are the "7 Rules of Power"?  Why do several of these rules run counterintuitive to our upbringing?    - Is there one of the 7 Rules which is most important?  Do you need to apply all 7 rules in order to obtain "Power"? I hope everyone enjoys our "Chat" with Jeffrey Pfeffer.   

In this special episode of The Women in the Arena Podcast, we welcome our first-ever male guest, Jody Fletcher, a Special Operations Navy veteran and executive coach with over three decades of leadership and coaching experience spanning both the military and corporate worlds. From advising general officers to coaching C-suite executives and small business owners, Jody brings deep insight into leadership, culture, and human behavior. An ICF Professional Certified Coach (PCC), Certified Authentic Leadership Coach (CALC), and CALC Faculty Instructor, he has helped countless individuals and organizations strengthen communication, resilience, and emotional intelligence. During our conversation, we dive into common challenges Jody encounters in his coaching practice- like imposter syndrome, perfectionism, and communication dysfunction, unpacking not only how to identify these patterns but also practical ways to overcome them in both organizational and personal contexts. This episode offers an honest and actionable look at what true leadership requires, and how self-awareness and trust form the foundation for any strong team or culture.

My guest on today's episode of Nudge has spent decades studying leaders.  I asked Prof. Adam Galinsky to share his top five (evidence-backed) leadership tips.  Want to become a better leader?  This is the episode for you.  ---  Watch the bonus episode: https://nudge.kit.com/a53ff22931  Read Adam's book: https://amzn.to/4htZCGc Sign up for my newsletter: https://www.nudgepodcast.com/mailing-list Connect on LinkedIn: https://www.linkedin.com/in/phill-agnew-22213187/ Watch Nudge on YouTube: https://www.youtube.com/@nudgepodcast/ --- Blunden, H., Kristal, A. S., Whillans, A. V., Yoon, J., Burd, K., Bremner, S., & Yeomans, M. (2025). Eliciting advice instead of feedback improves developmental input. Organizational Behavior and Human Decision Processes, 193, 104343. Chou, E. Y., Halevy, N., Galinsky, A. D., & Murnighan, J. K. (2017). The Goldilocks contract: The synergistic benefits of combining structure and autonomy for persistence, creativity, and cooperation. Journal of Personality and Social Psychology, 113(3), 393–412. Hoff, M., Rucker, D. D., & Galinsky, A. D. (2025). The vicious cycle of status insecurity. Journal of Personality and Social Psychology, 128(1), 101–122. Leonardelli, G. J., Gu, J., McRuer, G., Medvec, V. H., & Galinsky, A. D. (2019). Multiple equivalent simultaneous offers (MESOs) reduce the negotiator dilemma: How a choice of first offers increases economic and relational outcomes. Organizational Behavior and Human Decision Processes, 152, 64–82. Liljenquist, K. A., & Galinsky, A. D. (2007). Turn your adversary into your advocate: Strategic requests for advice can transform disputes into amiable problem-solving ventures. Kellogg Insight. Northwestern University. Majer, J. M., Trötschel, R., Galinsky, A. D., & Loschelder, D. D. (2020). Open to offers, but resisting requests: How the framing of anchors affects motivation and negotiated outcomes. Journal of Personality and Social Psychology, 119(3), 582–599. Wu, S. J., & Paluck, E. L. (2022). Having a voice in your group: Increasing productivity through group participation. Behavioural Public Policy, 9(1), 192–211.

How to unlock the power of groups through collective communication.They say teamwork makes the dream work. But as Colin Fisher knows, unlocking the power of groups requires a specific kind of collective communication.Fisher is an associate professor of organizations and innovation at University College London School of Management and author of The Collective Edge: Unlocking the Secret Power of Groups. His research reveals the dichotomy of group dynamics: "Groups can be the pinnacle of human accomplishment," he says. "But groups also have these tendencies to restrict us, to take away our individuality, and to sometimes make us the worst versions of ourselves.” The key, he argues, is fostering communication that maximizes the creative synergy of collaboration while minimizing the pressure to conform.In this episode of Think Fast, Talk Smart, Fisher joins host Matt Abrahams to share evidence-based strategies for effective teamwork, from selecting the ideal group size to fostering psychological safety. Whether with our coworkers, our families, or our friends, Fisher's insights reveal how collective communication can make or break group success.To listen to the extended Deep Thinks version of this episode, please visit FasterSmarter.io/premium.Episode Reference Links:Colin FisherColin's Book: The Collective EdgeEp.174 Fix Meetings: Transform Gatherings Into Meaningful MomentsEp.124 Making Meetings Meaningful Pt. 1: How to Structure and Organize More Effective Gatherings   Connect:Premium Signup >>>> Think Fast Talk Smart PremiumEmail Questions & Feedback >>> hello@fastersmarter.ioEpisode Transcripts >>> Think Fast Talk Smart WebsiteNewsletter Signup + English Language Learning >>> FasterSmarter.ioThink Fast Talk Smart >>> LinkedIn, Instagram, YouTubeMatt Abrahams >>> LinkedInChapters:(00:00) - Introduction (02:19) - Advantages and Disadvantages of Groups (03:53) - What Makes Teams Successful (05:37) - The Ideal Group Size (06:33) - Building Psychological Safety (08:49) - Launching a Team for Success (13:10) - Making Meetings More Effective (16:25) - The Final Three Questions (23:13) - Conclusion   ********This episode is sponsored by Grammarly. Let Grammarly take the busywork off your plate so you can focus on high-impact work. Download Grammarly for free today

Have you ever felt like you're constantly putting out fires at work instead of making progress? Kevin welcomes Don Kieffer and Nelson Repenning to discuss why so many workplace processes feel frustrating and ineffective, and what leaders can do about it. Drawing on decades of experience in operations and organizational design, Don and Nelson reveal why quick-fix workarounds backfire, how firefighting becomes the default mode of operation, and the hidden costs of constantly reacting instead of leading. They introduce the concept of dynamic work design and explain why breaking down silos isn't just nice to have, it's essential. Along the way, they share practical tools leaders can use to move from chaos to sustainable success. Listen For 00:00 Introduction and the problem with roadblocks at work 03:33 How they met and started collaborating 06:07 The Harley-Davidson connection 08:32 The big idea behind the book 09:41 Why organizations assume the world is predictable 11:03 What dynamic work design means 12:21 The hidden cost of firefighting and workarounds 13:01 The firefighting trap explained 15:33 How firefighting becomes self-reinforcing 17:36 Why the dynamic appears in every organization 19:12 Leadership behaviors that unintentionally worsen it 21:12 Moving beyond blame to system thinking 21:56 The problem with silos in organizations 23:43 How work actually flows across silos 25:12 Visualizing knowledge work to expose inefficiency 26:04 Silos and identity in organizations 27:22 Why we must focus on system productivity 28:36 The matrix problem in modern organizations 29:12 Five elements of dynamic work design 29:48 Problem formation as an underrated leadership skill 30:24 Why framing the problem matters 31:23 Using conscious thinking to solve the right problems 32:36 Asking "what problem are we trying to solve" 33:20 What leaders can learn from this habit 33:48 Don and Nelson's hobbies outside of work 34:38 What they are reading now 35:35 Where to find their book and connect 37:19 Wrap up and invitation to subscribe Their Story: Nelson P. Repenning and Donald C. Kieffer are the authors of There's Got to Be a Better Way: How to Deliver Results and Get Rid of the Stuff That Gets in the Way of Real Work. Nelson is the School of Management Distinguished Professor at the MIT Sloan School of Management. He is currently the director of MIT's Leadership Center and was recently recognized by Poets & Quants as one of the world's top executive MBA instructors. His scholarly work has appeared in Management Science, Organization Science, Administrative Science Quarterly, the Academy of Management Review, Strategic Management Journal, and Research in Organizational Behavior. Donald C. Kieffer is a Senior Lecturer in Operations Management at MIT Sloan. He is a career operations executive and co-creator of Dynamic Work Design. Kieffer started running equipment in factories at age 17. He was VP of operational excellence at Harley-Davidson, where he worked for 15 years. Since 2007, he has been advising leaders in a variety of industries around the globe. His guidance was instrumental in transforming both the production and technical development areas of the Broad Institute, a Cambridge-based genomic sequencing organization, now an industry leader. He is the founder of ShiftGear Work Design, LLC, and teaches Operations Management at AVT in Copenhagen. This Episode is brought to you by... Flexible Leadership is every leader's guide to greater success in a world of increasing complexity and chaos.  Book Recommendations There's Got to Be a Better Way: How to Deliver Results and Get Rid of the Stuff That Gets in the Way of Real Work by Nelson P. Repenning and Donald C. Kieffer  The Mindful Body: Thinking Our Way to Chronic Health by Ellen J. Langer  Murder Mysteries by Lousie Penny Like this? Competing in the New World of Work with Keith Ferrazzi How to Achieve Breakthrough Execution and Accelerate Growth with Patrick Thean Leave a Review If you liked this conversation, we'd be thrilled if you'd let others know by leaving a review on Apple Podcasts. Here's a quick guide for posting a review. Review on Apple: https://remarkablepodcast.com/itunes    Join Our Community If you want to view our live podcast episodes, hear about new releases, or chat with others who enjoy this podcast join one of our communities below. Join the Facebook Group Join the LinkedIn Group   Podcast Better! Sign up with Libsyn and get up to 2 months free! Use promo code: RLP  

This episode explores how technology and healthcare intersect. We talk with Jhonatan Bringas Dimitriades, MD, CEO of Lapsi Health, about Keikku, the first FDA-cleared smart stethoscope with an AI scribe. You will hear how this tool impacts clinical workflows, patient communication, and the broader healthcare system.Key points covered • How clinicians use AI during real-world visits • Measurable time savings in documentation • Data privacy and HIPAA/GDPR compliance • Effects on clinician burnout and emotional fatigue • Future applications of AI in public health and care settings • Skills health professionals need as tech advancesWhy it matters • You see how AI tools shape medical decision-making and patient engagement • You get insight into how tech adoption fits into social systems and workplace culture • You hear practical examples that support ongoing conversations in public health and social scienceThink about this • How does technology influence trust in the patient-provider relationship? • What skills will workers need as AI expands in healthcare? • What policies should protect patients and providers as these tools grow?Listen and reflect on how innovation, behavior, culture, and care systems interact.Resources Mentioned:Website: https://www.keikku.health/Connect with Jhonatan: LinkedIn, Instagram, Twitter/XPhysician burnout researchStay Connected & Support the Show:Want to keep up with conversations like this that challenge the status quo and center community voices? Sign up for The Healthy Project newsletter at www.healthyproject.co for exclusive insights, resources, and updates you won't want to miss.Love what you're hearing? Support independent podcasting that prioritizes truth over trends. Join THP+ for just $5/month and get bonus content, early access to episodes, and the satisfaction of knowing you're fueling more conversations that matter.Visit www.healthyproject.co to subscribe and support today. ★ Support this podcast ★

Michele J. Gelfand is the John H. Scully Professor of Cross-Cultural Management  Professor of Organizational Behavior and Psychology at Stanford Graduate School of Business. Her book, RULE MAKERS, RULE BREAKERS: How Tight and Loose Cultures Wire Our World takes readers on a journey through a variety of human cultures, exploring unique a multi-faceted glimpse into the world around us and ourselves.

The conversation this week is with David Quimby. David is a principal at Innovation Radiation, specializing in systematic innovation, experimental design, and technology forecasting. He is a patented inventor in web architecture and user experience, and co-founder of the Minnesota Change Management Network. David holds a BA in Mathematical and Developmental Economics from UCLA and a Master's in Organizational Behavior and Sociotechnical Systems from UC Berkeley. With extensive experience in technology analysis, consulting, and product discovery, David is passionate about bridging technical and social systems to drive innovation. He has been an active member of the applied AI community, sharing his expertise at events and workshops. He is dedicated to advancing the field of AI through both practical application and thought leadership. If you are interested in learning about how AI is being applied across multiple industries, be sure to join us at a future AppliedAI Monthly meetup and help support us so we can make future Emerging Technologies North non-profit events!Emerging Technologies NorthAppliedAI MeetupResources and Topics Mentioned in this EpisodeSystematic InnovationSystematic Innovation OverviewDesign Patterns (Christopher Alexander)Design Patterns: Christopher AlexanderLateral Thinking (Edward de Bono)Lateral Thinking by Edward de BonoTRIZ (Theory of Inventive Problem Solving)TRIZ MethodologyMorphological Analysis (Fritz Zwicky)Morphological AnalysisHuman-Centric Design (Doug Engelbart)Doug Engelbart and Human-Centric DesignAI Alignment and HallucinationAI Alignment ProblemMatrix Mentor (Custom GPT by David Quimby & Dan Olson)Matrix Mentor

In Episode 14 of Negotiate X in Rewind, hosts Nolan Martin and Aram Donigian explore the art of uncovering interests in negotiation and why it's essential for lasting success. They break down how identifying both organizational and individual motivations—beyond surface-level positions—leads to stronger collaboration and smarter outcomes.  Using real-world examples, they illustrate how strategic, operational, and personal goals intertwine in every deal. From managing risks and relationships to understanding human needs through Maslow's hierarchy, the episode reveals how empathy and curiosity transform negotiations into meaningful, mutually beneficial problem-solving conversations rather than positional battles.  

In this episode of “This Is Purdue,” we're talking to Allie Gabriel, the Thomas J. Howatt Chair in Management in Purdue University's Mitch Daniels School of Business and faculty director of the Center for Working Well.   As an award-winning advocate for workplace mental health and well-being, Allie studies how employees can thrive at work, both in person and virtually. She also leads the Center for Working Well, in the Organizational Behavior and Human Resource Management department, which is at the forefront of researching various challenges facing modern workforces.    In this episode, you will:   Learn more about Allie's timely research on employee wellness, burnout, and stress and recovery  Gain life-changing tips on how to recover from burnout, debunk the myths of “work-life balance,” and reframe how success in work and life looks for you   Find out what Zoom fatigue is and how identifying it can help organizations and businesses adopt a more intentional, human approach to improve their workplaces  Hear more about how Allie came to Purdue, how she became a new mother during the start of the COVID-19 pandemic, and how her experience with postpartum depression has shaped her research and advocacy today   Learn how the Center for Working Well is disseminating Purdue's groundbreaking, interdisciplinary wellness research   You don't want to miss this eye-opening interview with a Purdue professor and researcher who's shining a light on what it means to work well.   Learn more about your ad choices. Visit megaphone.fm/adchoices

If you walked into your backyard and scooped up just a pinch of dirt, you'd be holding an entire underground universe in your fingers — one teeming with life and mysteries you've probably never imagined. I'll reveal what's really hidden in that soil. Source: David W. Wolfe, author of Tales From The Underground https://amzn.to/3tvUBIk Speaking in front of people — whether it's a handful of colleagues or a packed room — can feel nerve-wracking. But with a few simple techniques, you can transform that anxiety into confidence and make your message land with impact. Communication expert Matt Abrahams, lecturer in Organizational Behavior at Stanford University's Graduate School of Business and author of Think Faster: Talk Smarter (https://amzn.to/3Q6zMev), shares practical advice that will instantly make you a more effective, engaging speaker. When you pour a bowl of cereal, you probably think of brightly colored boxes from Kellogg's, Post, or General Mills. But the history of breakfast cereal stretches back centuries — and the quirky, sometimes bizarre story of how corn flakes and cold cereals became a global staple is full of fascinating characters and surprising twists. Kathryn Cornell Dolan, associate professor of English at Missouri University of Science and Technology and author of Breakfast Cereal: A Global History (https://amzn.to/3ZKV0Tz), takes us through the delicious backstory. Here's something strange: in just the last few decades, human feet have been getting noticeably bigger. Both men and women today wear larger sizes than previous generations. Why is this happening? I'll explain the prevailing theory behind the rise of bigger feet. http://www.dailymail.co.uk/news/article-1239975/Female-feet-getting-larger-size-10s-demand.html PLEASE SUPPORT OUR SPONSORS!!! INDEED: Get a $75 sponsored job credit to get your jobs more visibility at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://Indeed.com/SOMETHING⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ right now! DELL: Huge savings on Dell AI PCs with Intel Core Ultra processors are here, and they are newly designed to help you do more, faster.  Upgrade today by visiting⁠⁠ https://Dell.com/Deals⁠⁠ QUINCE: Keep it classic and cool this fall with long lasting staples from Quince! Go to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://Quince.com/sysk⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ for free shipping on your order and 365 day returns! HERS: Whether you want to lose weight, grow thicker, fuller hair, or find relief for anxiety, Hers has you covered. Visit ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://forhers.com/something⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ to get a personalized, affordable plan that gets you! SHOPIFY: Shopify is the commerce platform for millions of businesses around the world! To start selling today, sign up for your $1 per month trial at⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ https://Shopify.com/sysk⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

Living and working in groups is both a blessing and a curse. Too often, groups are in the news for all the wrong reasons: conformity, polarization, prejudice, conflict, and general mass stupidity. The secret is understanding how to work with the invisible forces of group dynamics instead of being mindlessly pushed around by them. In this interview, Dr. Colin Fisher shares his research on what leaders need to know and do in order to get their teams to perform up to their potential. He also shares how conformity can be used as an asset and competition can be detrimental to the way groups and teams operate. Because one of the methods of creating group cohesion is to create an “out” group, Dr. Fisher finishes with a conversation about ways in which the division plaguing many countries can be repaired.Dr. Fisher received his Ph.D. in Organizational Behavior from Harvard University, and previously worked as an Assistant Professor of Organizational Behavior at Boston University's School of Management. Prior to his Ph.D. he studied improvisation in the arts at New York University (M.A.) and jazz trumpet at New England Conservatory of Music (B.Mus.). In his prior career as a jazz trumpet player, Colin was a long-time member of the Grammy-nominated Either/Orchestra, with whom he toured extensively and recorded several critically acclaimed albums. Originally from Redmond, Washington in the USA, he now lives in Northeast London with his wife and two children. He can sometimes be found performing at jazz jams throughout London.

Is the classic forming, storming, norming, performing model wrong? In this episode of Nudge, Professor Colin Fisher challenges one of the most famous team-building frameworks and reveals what really drives teams to succeed. ---   Read Colin's book: https://colinmfisher.com/ Reading the Mind In the Eyes: https://embrace-autism.com/reading-the-mind-in-the-eyes-test/#test Sign up for my newsletter: https://www.nudgepodcast.com/mailing-list  Connect on LinkedIn: https://www.linkedin.com/in/phill-agnew-22213187/  Watch Nudge on YouTube: https://www.youtube.com/@nudgepodcast/  --- Today's sources:  Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16(2), 250–279. Riedl, C., Kim, Y. J., Gupta, P., Malone, T. W., & Woolley, A. W. (2021). Quantifying collective intelligence in human groups. Proceedings of the National Academy of Sciences, 118(21), e2005737118  Sherif, M. (1936). The psychology of social norms. Harper. Staw, B. M. (1975). Attribution of the "causes" of performance: A general alternative interpretation of cross-sectional research on organizations. Organizational Behavior and Human Performance, 13(3), 414–432.

#securityconfidential #darkrhiinosecurity 00:00 Intro02:27 Business to I.T11:50 It's all about the people 16:30 Small businesses should stay vigilant 18:35 What is Organizational Behavior?26:40 How do you find those vulnerabilities?32:38 There's no way AI can unlearn what you taught them40:00 There's no such thing as free43:10 Allow people to experiment safely43:37 How can you use AI to positively affect resilience?46:32 Understanding the “Why” in the process50:45 Attend the 2025 Cyber Security Summit52:30 Connect with Shayla----------------------------------------------------------------------Attend the https://www.cybersecuritysummit.org/To learn more about Shayla visit https://www.linkedin.com/in/shayla-treadwell/To learn more about Dark Rhiino Security visit https://www.darkrhiinosecurity.com----------------------------------------------------------------------SOCIAL MEDIA:Stay connected with us on our social media pages where we'll give you snippets, alerts for new podcasts, and even behind the scenes of our studio!Instagram: @securityconfidential and @DarkrhiinosecurityFacebook: @Dark-Rhiino-Security-IncTwitter: @darkrhiinosecLinkedIn: @dark-rhiino-securityYoutube: @DarkRhiinoSecurity ​

#securityconfidential #darkrhiinosecurity 00:00 Intro02:27 Business to I.T11:50 It's all about the people 16:30 Small businesses should stay vigilant 18:35 What is Organizational Behavior?26:40 How do you find those vulnerabilities?32:38 There's no way AI can unlearn what you taught them40:00 There's no such thing as free43:10 Allow people to experiment safely43:37 How can you use AI to positively affect resilience?46:32 Understanding the “Why” in the process50:45 Attend the 2025 Cyber Security Summit52:30 Connect with Shayla----------------------------------------------------------------------Attend the https://www.cybersecuritysummit.org/To learn more about Shayla visit https://www.linkedin.com/in/shayla-treadwell/To learn more about Dark Rhiino Security visit https://www.darkrhiinosecurity.com----------------------------------------------------------------------SOCIAL MEDIA:Stay connected with us on our social media pages where we'll give you snippets, alerts for new podcasts, and even behind the scenes of our studio!Instagram: @securityconfidential and @DarkrhiinosecurityFacebook: @Dark-Rhiino-Security-IncTwitter: @darkrhiinosecLinkedIn: @dark-rhiino-securityYoutube: @DarkRhiinoSecurity ​

What You'll Learn:In this episode, host Andy Olrich and guest Colleen Soppelsa discuss the importance of group intelligence in practical problem-solving. Colleen also highlights the significance of integrating behavioral mapping with technical problem-solving frameworks like A3 and DMAIC to achieve sustainable improvements. The discussion underscores the critical role of behavioral alignment in driving organizational success.About the Guest:Colleen Soppelsa began her career abroad, working in educational services in Japan and in consumer luxury goods in Italy, where she met her husband. Her journey in lean continuous improvement started in Purchasing at Toyota Engineering and Manufacturing North America in Erlanger, KY, supporting electronics assemblies and steel structures. In 2011, she transitioned into the Aerospace and Defense industry, holding performance improvement roles at GE Aerospace and L3Harris Technologies.Over the course of her career, Colleen has facilitated teams in project management, kaizen, and strategy deployment. These experiences deepened her focus on organizational behavior and the transformative impact of trust, teamwork, and creativity in advanced engineering environments.Links:2025 Lean Solutions SummitClick Here For Colleen's LinkedInClick Here To Access Colleen's Website

Getting people to voluntarily share their best information and act in the best interest of their team are two of the biggest challenges leaders face. In an insecure economy, it can be more difficult to get people on a team to demonstrate prosocial behavior, however, Dr. Vanessa Druskat's research proves that emotionally intelligent teams that are supportive of each other - by listening deeply, offering help, and celebrating the successes of others - will offer superior results. In this interview, Dr. Druskat shares how leaders can build collaborative groups that outperform the competition. She says that healthy teams emerge when norms are created that allow everyone on the team to be heard and to contribute in their roles. She goes on to discuss how to create a sense of belonging when so many people revile DEI, how AI is going to influence the desire to work collaboratively, and how her research on team effectiveness can be applied to create more unified communities. Dr. Vanessa Druskat is an Associate Professor of Organizational Behavior at the University of New Hampshire. She is an internationally recognized leadership and team performance expert who advises leaders and teams in some of the world's most respected Fortune 500 and Fortune Global 500 organizations. Her thirty-year research career examining differences between team cultures (i.e., social norms and routines) in high-performing and average-performing work teams led her to pioneer the concept of team emotional intelligence. She has published award-winning research articles in her field's top academic and practitioner journals and serves on the executive board of the Consortium for Research on Emotional Intelligence in Organizations. Her popular Harvard Business Review article (with S. Wolff) on emotionally intelligent teams has been reprinted four times in collections of HBR's most valued articles. Her book “The Emotionally Intelligent Team: Building Collaborative Groups that Outperform the Rest” was released in July of 2025.

In this bonus clip from Episode 483 of Relentless Health Value, host Stacey Richter discusses the efforts of individuals working within large healthcare organizations to improve patient outcomes despite systemic challenges.  Guest Jonathan Baran, co-founder and CEO of Self Fund Health, highlights how incentives within the healthcare system drive behaviors that often conflict with patient and member interests.  The discussion emphasizes the importance of not generalizing the intentions of all employees based on organizational actions and encourages a deeper understanding of underlying incentive structures to foster meaningful changes.  Self Fund Health, I am so pleased to tell you, as I am always so pleased to tell you, did make such a kind offer to help out Relentless Health Value financially. You and the tribe here are really, really great folks who I truly appreciate. Please support Self Fund Health if you are in Wisconsin. This episode is sponsored by Self Fund Health. === LINKS ===

Real connection means understanding your audience, staying true to yourself, and creating space for others.How do you communicate who you are, what you stand for, and leave space for others to do the same? At the Stanford Seed Summit in Cape Town, South Africa, three GSB professors explored why real connection is built through authentic communication.For Jesper Sørensen, authentic organizational communication means talking about a business in ways customers or investors can understand, like using analogies to relate a new business model to one that people already know. For incoming GSB Dean Sarah Soule, authentic communication is about truth, not trends. Her research on "corporate confession" shows that companies build trust when they admit their shortcomings — but only if those admissions connect authentically to their core business. And for Christian Wheeler, authentic communication means suspending judgment of ourselves and others. “We have a tendency to rush to categorization, to assume that we understand things before we really do,” he says. “Get used to postponing judgment.”In this special live episode of Think Fast, Talk Smart, host Matt Abrahams and his panel of guests explore communication challenges for budding entrepreneurs. From the risks of comparing yourself to competitors to how your phone might undermine genuine connection, they reveal how authentic communication — whether organizational or personal — requires understanding your audience, staying true to your values, and creating space for others to be heard.Episode Reference Links:Jesper SørensenChristian WheelerSarah SouleEp.194 Live Lessons in Levity and Leadership: Me2We 2025 Part 1 Connect:Premium Signup >>>> Think Fast Talk Smart PremiumEmail Questions & Feedback >>> hello@fastersmarter.ioEpisode Transcripts >>> Think Fast Talk Smart WebsiteNewsletter Signup + English Language Learning >>> FasterSmarter.ioThink Fast Talk Smart >>> LinkedIn, Instagram, YouTubeMatt Abrahams >>> LinkedInChapters:(00:00) - Introduction (01:04) - Jesper Sørensen on Strategic Analogies (04:06) - Sarah Soule on Corporate Confessions (08:46) - Christian Wheeler on Spontaneity & Presence (12:06) - Panel Discussion: AI's Role in Research, Teaching, & Life (17:52) - Professors Share Current Projects (22:55) - Live Audience Q&A (32:53) - Conclusion *****This Episode is sponsored by Stanford. Stay Informed on Stanford's world changing research by signing up for the Stanford ReportSupport Think Fast Talk Smart by joining TFTS Premium.