ConceptsNest

  Most people fall under either of the two main types of thinking paradigms- big picture or detail-oriented . The big picture thinker usually keeps coming up with ideas of what the ideal world would look like. The detail-oriented thinker on the other hand mostly thinks pragmatically and is organized. A Story: Around 1959 or 1960, Dashrath Manjhi, a laborer in India’s Gehlaur village lost his injured wife because the nearest hospital was about 45 minutes away. 22 years later, the same man had carved a 10-meter long path through the rocky ridge – all with a hammer and chisel – that chopped the travel time to 15 minutes. Manjhi is an extreme example of seeing the big picture — instead of getting overwhelmed by the details of how he was going to get it done, he focused on the broader issue at hand: he didn’t want anyone else to suffer his wife’s fate. So, he worked tirelessly for years to prevent that from happening again. What Is Big Picture Thinking? Big picture thinking is the ability t

  Organizational development “refers to the context, focus and purpose of the change while developing an organization.” Additionally, one recent definition of organizational development states: “Organizational development is a critical and science-based process that helps organizations build their capacity to change and achieve greater effectiveness by developing, improving, and reinforcing strategies, structures, and processes.” In essence, good organizational change and development require a systems-thinking mindset and an interdisciplinary, holistic approach to tackling complex organizational challenges. Systems Thinking has been gaining significant interest lately as a comprehensive approach to introducing organizational change and development. Through systems thinking, a number of core concepts and practical tools can be applied to better understand the complexity of each organization. There are many competing definitions of systems thinking in the academic literature. As Ross D.

  The ancient Stoic philosophers like Marcus Aurelius, Seneca, and Epictetus regularly conducted an exercise known as a premeditatio malorum, which translates to a “premeditation of evils.” The goal of this exercise was to envision the negative things that could happen in life. For example, the Stoics would imagine what it would be like to lose their job and become homeless or to suffer an injury and become paralyzed or to have their reputation ruined and lose their status in society. The Stoics believed that by imagining the worst-case scenario ahead of time, they could overcome their fears of negative experiences and make better plans to prevent them . While most people were focused on how they could achieve success, the Stoics also considered how they would manage failure. This way of thinking, in which we consider the opposite of what we want, is known as inversion. It is a rare and crucial skill that nearly all great thinkers use to their advantage. How Great Thinkers Shatter th

  The ancient Stoic philosophers like Marcus Aurelius, Seneca, and Epictetus regularly conducted an exercise known as a premeditatio malorum, which translates to a “premeditation of evils.” The goal of this exercise was to envision the negative things that could happen in life. For example, the Stoics would imagine what it would be like to lose their job and become homeless or to suffer an injury and become paralyzed or to have their reputation ruined and lose their status in society. The Stoics believed that by imagining the worst-case scenario ahead of time, they could overcome their fears of negative experiences and make better plans to prevent them . While most people were focused on how they could achieve success, the Stoics also considered how they would manage failure. This way of thinking, in which we consider the opposite of what we want, is known as inversion. It is a rare and crucial skill that nearly all great thinkers use to their advantage. How Great Thinkers Shatte

  Now more than ever before, leaders all over the world are facing change and complexity — the coronavirus pandemic has presented us all with new challenges, new circumstances, and new uncertainties. Adaptability is a requirement. Because change is constant and inevitable, leaders must be flexible to succeed. Adaptability is about having ready access to a range of behaviours that enable leaders to shift and experiment as things change. Successful executives: 1)       Adapt to the changing external pressures facing the organization. 2)       Adjust their management style to changing situations. 3)       Accept changes as positive . 4)       Revise plans as necessary. 5)       Consider other people’s concerns during change. Conversely, it may also be argued that inflexible leaders limit the adaptability of others. New initiatives may be halted or stifled. Resistance to change may undermine critical projects or system-wide implementation. Employee enthusiasm, coope