Must Reads
There is so much to read, so much to know, so many sources to follow. And the volume of news and information just keeps growing exponentially. How to keep up? Even more, how to rediscover the serendipity of learning something new and interesting for its own sake?
Here, for your enjoyment and interest, are the articles Temin and Company considers “must reads.” They are primarily on the topics of reputation and crisis management, the media, leadership and strategy, perception and psychology, self-presentation, science, girls and women, organizational behavior and other articles of interest.
They are listed below with the most recent articles first, and to the side, by category.
We hope you enjoy them and would appreciate your comments. And whenever you have any favorite articles for us to add, please let us know so that we might include them for other readers to enjoy.
There is so much to read, so much to know, so many sources to follow. And the volume of news and information just keeps growing exponentially. How to keep up? Even more, how to rediscover the serendipity of learning something new and interesting for its own sake?
Here, for your enjoyment and interest, are the articles Temin and Company considers “must reads.” They are primarily on the topics of reputation and crisis management, the media, leadership and strategy, perception and psychology, self-presentation, science, girls and women, organizational behavior and other articles of interest.
They are listed below with the most recent articles first, and to the side, by category.
We hope you enjoy them and would appreciate your comments. And whenever you have any favorite articles for us to add, please let us know so that we might include them for other readers to enjoy.
To Get What You Want, Find a Similarity
“The Management Tip,” HBR Blog Network, August 14, 2014
When you’re beginning an intense negotiation, building trust early is important: it makes the work of aligning both interests easier (and makes the person across the table more likely to honor her commitments). You can establish trust by creating a sense of similarity between the two of you. […read more]
The craft of incentive prize design
Jesse Goldhammer, Kwasi Mitchell, Anesa “Nes” Parker, Brad Anderson and Sahil Joshi, Deloitte University Press, June 18, 2014
Incentive prizes, deceptively simple in concept, are often challenging to construct in a way that drives the desired outputs and supports the desired outcomes. How can prize designers get it “right”? […read more]
Unequal pay for women: ‘I was told men should make more’
Jana Kasperkevic, The Guardian, August 13, 2014
Most American women are still not getting paid as much as their male colleagues.The Guardian US and ProPublica readers share their stories of finding out that they were paid less than their male colleagues. […read more]
Ten Reasons Winners Keep Winning, Aside from Skill
Rosabeth Moss Kanter, HBR Blog Network, August 1, 2012
Whether the game involves competing every four years in the Olympics or every day in a business, winning brings advantages that make it easier to keep winning. This article’s author compared perpetual winners with long-term losers in professional and amateur sports and then matched the findings to business case studies. She discovered that winners gain ten important advantages as a result of victory — and that smart leaders can cultivate and build on these advantages to make the next success possible. […read more]
The Big Idea: 21st-Century Talent Spotting
Claudio Fernández-Aráoz, Harvard Business Review, June 2014
As business becomes more volatile and complex, and the global market for top professionals gets tighter, this article’s author believes that organizations and their leaders must transition to what he thinks of as a new era of talent spotting—one in which our evaluations of one another are based not on brawn, brains, experience, or competencies, but on potential. […read more]
This CEO is out for blood
Roger Parloff, Fortune, June 12, 2014
Elizabeth Holmes founded her revolutionary blood diagnostics company, Theranos, when she was 19. It’s now worth more than $9 billion, and poised to change health care. […read more]
As Data Overflows Online, Researchers Grapple With Ethics
Vindu Goel, The New York Times, August 12, 2014
Professor Jeffrey T. Hancock, co-author of the Facebook study in which the social network quietly manipulated the news feeds of nearly 700,000 people to learn how the changes affected their emotions, and other university and corporate researchers are grappling with how to create ethical guidelines for research studies of Internet users’ personal data collected by Facebook, Google, Amazon and a host of start-ups. […read more]
The Human Importance of the Monkey Selfie
Stuart N. Brotman, Brookings, August 12, 2014
Last week’s slow summer news was filled with monkeys and robots, breaking the usual pattern of having sharks grab the headlines each August. The two stories in combination actually raise an interesting and potentially important matter regarding technology development and copyright law. […read more]
Four Ways We Sabotage Innovation Daily
Alan G. Robinson and Dean M. Schroeder, Chief Learning Officer, August 11, 2014
Most leaders want their organizations to be more innovative. Yet, they often undermine that innovativeness by running them as command and control entities rather than incubators for creativity and ideas. This article shares four ways in which innovation is regularly sabotaged and how learning leaders can stop this from happening. […read more]
Iraq: Understanding the ISIS Offensive Against the Kurds
Kenneth M. Pollack, Brookings, August 11, 2014
Without a doubt, one of the biggest and most disturbing surprises of the past week was the seeming ease with which ISIS fighters defeated Kurdish Peshmerga forces, seizing several towns in northern Iraq, the Mosul Dam, and even threatening to advance on Erbil, the capital of the Kurdistan Regional Government (KRG). All of this has conveyed an impression of Kurdish weakness very much contrary to the accepted wisdom that the Peshmerga were more than capable of defending their lands. […read more]