Jonah Lehrer spotted an interesting report in the Wall St Journal. It suggests that our impulse control is reduced when our brains are overloaded – and they get overloaded easily. Being given a 7 digit number to remember (as opposed to a control group given 2 digits) made students twice as likely to succumb to the temptation of chocolate cake.
Makes you wonder about the unfortunate side effects of long, boring meetings.
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
A quick ramble on the nature of paradox, inspired by a blog on the value of both fear of the new and curiosity
Well now you need wonder no more. A friend told me about this (no, seriously… my Feedster feed on improvisation turned it up). Is it
people may need a space to unpack, rather than just getting more information
Together with my friends Oli Barrett, Stephen Wrentmore and Trish Stevenson I’ll be hosting an evening called We can’t go on meeting like this. It’s on September 6th 6 for
Chris Corrigan writes about the tension between theorising and doing – in the context of change in organisations: Traditionally academics are suspicious of practitioners who fly by the seat of
Ok, an effort to return to business as usual. The European Parliament has voted decisively against software patents. Good. But perhaps not as good as I thought, if Tim is
