If we could separate the logical aspects of conflict from emotions, it would be a lot easier to deal with. But the fact is that Neuroscientists now recognize that the human response to conflict is more emotional than rational. Continue reading »
If you are a leader who has reached the senior executive level, you have probably noticed your access to straight feedback, objective data, and time to reflect has diminished. At a time when demands and stakes are at their highest degree, if you stop growing you can impair your capabilities for leadership and your performance can decline. Continue reading »
The ability to understand conflict and deal successfully with people has never been more important than it is today. Rapid change, insecurity, and a contentious society make conflict inevitable and rampant. Your ability to elicit cooperation can make the difference between success and failure.
Conflict is inevitable, and can even be healthy. . . Continue reading »
If you are a leader who has reached the senior executive level, you have probably noticed your access to straight feedback, objective data, and time to reflect has diminished. At a time when demands and stakes are at their highest degree, if you stop growing you can impair your capabilities for leadership and your performance can decline. Continue reading »
Con frecuencia sucede que la gente tiende a ignorar lo que parece obvio y simple, pero que va contra lo que la mayoría practica. Hay un secreto que por sí solo puede traer el mayor beneficio para tomar decisiones acertadas. Sin embargo, esta es la sugerencia a la que mis clientes más le huyen, encontrando todo tipo de excusas imaginables de por qué no pueden hacerlo.
El otro día estaba facilitando una reunión en una de las organizaciones que utilizan mis servicios de consultoría. Estaban procurando resolver un problema de negocios. Mirando las cosas desde afuera, parecía que debía ser un asunto fácil de resolver. Sin embargo, estaban trabados.
Mientras observaba las dinámicas en juego se me ocurrió que casi dondequiera que voy el problema real nunca es “el problema.” Casi siempre el problema real es . . . Continúa leyendo »
The other day I was facilitating a meeting in an organization I work with. They were trying to solve a business problem. Looking from my outsider position, it should have been relatively easy to solve. Yet they seemed to be stuck.
While observing the dynamics, it occurred to me that almost anywhere I go, the real problem is never “the problem.” Almost invariably the real problem is. . . Continue reading »
