Official: Powerpoint bad for brains
Of course it’s the way Powerpoint is used that’s the real culprit.
(Hat tip: Adriana)
I went down to Surrey on Friday for long walk and pub lunch with Neil Perkin. We’d originally planned to run a workshop about agile
Antonio Dias offers a fascinating description of what goes wrong when drowning: What separates a swimmer from someone drowning is the way a swimmer acknowledges
Viv picks out some nice ideas from Phelim McDermott on the subject of leadership. “We love the security of the illusion that someone is in
I’ve been thinking about the urge to scale things lately – see here and here. I understand the concern with being able to effect big
In moving house, I radically downsized my collection of books which I can highly recommend. I used to think I’d one day find a reason
I really enjoy Chris Rodgers’ views on leadership. He argues against the assumption that it takes great leadership for organisations to succeed. He suggests that
Thanks to my Improvisation friend Kelsey Flynn I rambled into a letter cited in Margaret Cho’s Blog (go to Letter #1): Lately it seems like
I wanted to share this email doing the rounds this morning… AIRCRAFT MAINTENANCE After every flight Qantas pilots fill out a form called a gripe
These came to be via Tony Quinlan from Terry Tillman at 227company. “You can discover more about a person in an hour of play than
Yesterday I got an email from Loren Ekroth of Conversation Matters. It touches on a favourite theme of mine and here it is verbatim. “Christmas
Ethan Zuckerman blogs a talk by Jonah Lehrer at Poptech. When we’ve got hard problems we turn them over to experts. That might be the wrong thing to do Lehrer
Oli Barrett talks about an entrepreneurs forum with a simple ground rule: speak only from experience. Entrepreneurs love to give advice and all too often, they quite literally don’t know
Tim Kastelle spotted this wisdom from Ira Glass. Makes big sense to me.
Harold Jarche asks very provocatively: Is management on the table? We falsely believe we can manage the future based on the past. Researchers have shown experts do worse than laypeople
