An urgent yet hopeful analysis of the surge in dehumanization, and how we can reverse it. The unprecedented access to other humans that technology provides has ironically freed us from engaging with them. Thanks to social media, we can know a campaigning politician’s platform; an avid traveler’s restaurant recommendations; and the daily emotional fluctuations of our friends without ever even picking up the phone. According to social psychologist Adam Waytz, our increasingly human-free lives come with a serious cost that we’ve already begun to pay: the loss of our humanity. Humans have superpowers. More than any other psychological stimulus, our presence can make experiences feel significant, inspire moral behavior, and encourage action. Recent studies suggest that we even have power over mortality—the survival rate of individuals with stronger social relationships has been found to be twice as high as those with weak relationships. The Power of Human shows us how to rehumanize and harness these unique abilities to improve our lives, beginning with our jobs. The remedy for the dehumanized worker is twofold. Employers, Waytz argues, must instill humanity into work by capitalizing on distinctly human skills, especially sociability and variability. Meanwhile, workers need to put to rest the idea that you are what you do and instead detach their personal identities from their occupations. Waytz offers a similarly science-based method to counter the rising threat that technology poses to our humanity, outlining how we can design human-machine partnerships that optimize the strengths of both parties. Finally, he reveals how, by humanizing intimacy and conflict in unexpected ways, we can strengthen relationships with both our friends and enemies. Essential reading for individuals and institutions alike, The Power of Human explains how we can solve one of our time’s biggest problems by better utilizing the influence we have on one another.
Empathy is credited as a factor in improved relationships and even better product development. But while it’s easy to say “just put yourself in someone else’s shoes,” the reality is that understanding the motivations and emotions of others often proves elusive. This book helps you understand what empathy is, why it’s important, how to surmount the hurdles that make you less empathetic—and when too much empathy is just too much. This volume includes the work of: Daniel Goleman Annie McKee Adam Waytz This collection of articles includes “What Is Empathy?” by Daniel Goleman; “Why Compassion Is a Better Managerial Tactic Than Toughness” by Emma Seppala; “What Great Listeners Actually Do” by Jack Zenger and Joseph Folkman; “Empathy Is Key to a Great Meeting” by Annie McKee; “It’s Harder to Empathize with People If You’ve Been in Their Shoes” by Rachel Rutton, Mary-Hunter McDonnell, and Loran Nordgren; “Being Powerful Makes You Less Empathetic” by Lou Solomon; “A Process for Empathetic Product Design” by Jon Kolko; “How Facebook Uses Empathy to Keep User Data Safe” by Melissa Luu-Van; “The Limits of Empathy” by Adam Waytz; and “What the Dalai Lama Taught Daniel Goleman About Emotional Intelligence” an interview with Daniel Goleman by Andrea Ovans. How to be human at work. The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.
An urgent yet hopeful analysis of the surge in dehumanization, and how we can reverse it. The unprecedented access to other humans that technology provides has ironically freed us from engaging with them. Thanks to social media, we can know a campaigning politician’s platform; an avid traveler’s restaurant recommendations; and the daily emotional fluctuations of our friends without ever even picking up the phone. According to social psychologist Adam Waytz, our increasingly human-free lives come with a serious cost that we’ve already begun to pay: the loss of our humanity. Humans have superpowers. More than any other psychological stimulus, our presence can make experiences feel significant, inspire moral behavior, and encourage action. Recent studies suggest that we even have power over mortality—the survival rate of individuals with stronger social relationships has been found to be twice as high as those with weak relationships. The Power of Human shows us how to rehumanize and harness these unique abilities to improve our lives, beginning with our jobs. The remedy for the dehumanized worker is twofold. Employers, Waytz argues, must instill humanity into work by capitalizing on distinctly human skills, especially sociability and variability. Meanwhile, workers need to put to rest the idea that you are what you do and instead detach their personal identities from their occupations. Waytz offers a similarly science-based method to counter the rising threat that technology poses to our humanity, outlining how we can design human-machine partnerships that optimize the strengths of both parties. Finally, he reveals how, by humanizing intimacy and conflict in unexpected ways, we can strengthen relationships with both our friends and enemies. Essential reading for individuals and institutions alike, The Power of Human explains how we can solve one of our time’s biggest problems by better utilizing the influence we have on one another.
Empathy is credited as a factor in improved relationships and even better product development. But while it’s easy to say “just put yourself in someone else’s shoes,” the reality is that understanding the motivations and emotions of others often proves elusive. This book helps you understand what empathy is, why it’s important, how to surmount the hurdles that make you less empathetic—and when too much empathy is just too much. This volume includes the work of: Daniel Goleman Annie McKee Adam Waytz This collection of articles includes “What Is Empathy?” by Daniel Goleman; “Why Compassion Is a Better Managerial Tactic Than Toughness” by Emma Seppala; “What Great Listeners Actually Do” by Jack Zenger and Joseph Folkman; “Empathy Is Key to a Great Meeting” by Annie McKee; “It’s Harder to Empathize with People If You’ve Been in Their Shoes” by Rachel Rutton, Mary-Hunter McDonnell, and Loran Nordgren; “Being Powerful Makes You Less Empathetic” by Lou Solomon; “A Process for Empathetic Product Design” by Jon Kolko; “How Facebook Uses Empathy to Keep User Data Safe” by Melissa Luu-Van; “The Limits of Empathy” by Adam Waytz; and “What the Dalai Lama Taught Daniel Goleman About Emotional Intelligence” an interview with Daniel Goleman by Andrea Ovans. How to be human at work. The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.
Five years' worth of management wisdom, all in one place. Get the latest, most significant thinking from the pages of Harvard Business Review in 5 Years of Must Reads: 2021 Edition. Every year, HBR editors examine the ideas, insights, and best practices from the past twelve months to select the definitive articles that have provoked the most conversation, the most inspiration, and the most change. From how you can lead with authenticity by moving past your comfort zone, to understanding how blockchain will affect your industry, to creating a workplace where gender equity can thrive, the articles in this five-book collection will help you manage your daily challenges and meet the changing competitive landscape head-on. Books in the HBR 10 Must Reads series offer essential reading selected from the pages of Harvard Business Review on topics critical to the success of every manager. Each book is packed with advice and inspiration from leading experts such as Clayton Christensen, Michael Porter, W. Chan Kim, Renee Mauborgne, Herminia Ibarra, Marcus Buckingham, Joan C. Williams, Roger Martin, Adam Grant, and Katrina Lake. Company examples range from Pepsico, DHL, and Deloitte to Alibaba, Adobe, and Stitch Fix. 5 Years of Must Reads: 2021 Edition brings the most current and important business conversations to your fingertips.
A year’s worth of management wisdom, all in one place. We’ve reviewed the ideas, insights, and best practices from the past year of Harvard Business Review to keep you up-to-date on the most cutting-edge, influential thinking driving business today. With authors from Clayton M. Christensen to Adam Grant and company examples from Intel to Uber, this volume brings the most current and important management conversations to your fingertips. This book will inspire you to: Rethink the way you work in the face of advancing automation Transform your business using a platform strategy Apply design thinking to create innovative products Identify where too much collaboration may be holding your people back See the theory of disruptive innovation in a brand new light Recognize the signs that your cross-cultural negotiation may be falling apart This collection of articles includes “Collaborative Overload,” by Rob Cross, Reb Rebele, and Adam Grant; “Algorithms Need Managers, Too,” by Michael Luca, Jon Kleinberg, and Sendhil Mullainathan; “Pipelines, Platforms, and the New Rules of Strategy,” by Marshall W. Van Alstyne, Geoffrey G. Parker, and Sangeet Paul Choudary; “What Is Disruptive Innovation?,” by Clayton M. Christensen, Michael Raynor, and Rory McDonald; “How Indra Nooyi Turned Design Thinking into Strategy,” an interview with Indra Nooyi by Adi Ignatius; “Engineering Reverse Innovations,” by Amos Winter and Vijay Govindarajan; “The Employer-Led Health Care Revolution,” by Patricia A. McDonald, Robert S. Mecklenburg, and Lindsay A. Martin; “Getting to Sí, Ja, Oui, Hai, and Da,” by Erin Meyer; “The Limits of Empathy,” by Adam Waytz; “People Before Strategy: A New Role for the CHRO,” by Ram Charan, Dominic Barton, and Dennis Carey; and “Beyond Automation,” by Thomas H. Davenport and Julia Kirby.
A vital resource for educational leaders, Entry Planning for Equity-Focused Leaders introduces an equity-minded process for intentional entry planning that sets the stage for sustainable change within organizations. In this practitioner-focused and action-oriented work, Jennifer Perry Cheatham, Rodney Thomas, and Adam Parrott-Sheffer consolidate their extensive experience centering equity in leadership. They affirm that the entry of a new leader, or the pivot of an established one, affords an unparalleled opportunity to garner the insight, trust, and commitment that will establish a basis for positive, equitable transformation within a system. This essential work provides a flexible framework for leadership entry that is customized to fit the complex social, political, and economic demands of a given organization and the community it serves. It highlights how such an approach prepares leaders to begin addressing one of the most entrenched and persistent issues in education: structural and systemic racism. Appealing to community and school leadership at all levels—superintendents, principals, project managers, and nonprofit partners, among others—the book presents seven components needed to enact an entry plan, from understanding context, to establishing transparency, to galvanizing partners for action. Through case studies and interviews, the authors explore the key skills necessary for each component. They then offer a wide range of supplementary tools and exercises to help leaders begin or recast their tenures and advance their agendas successfully. The process outlined here encourages readers to reflect, take calculated risks, and chart new paths. This book gives leaders the means to make necessary, meaningful progress.
2019's best reads, all in one place. Get five years of the latest, most significant thinking from the pages of Harvard Business Review in one library set. Every year, HBR editors examine the ideas, insights, and best practices from the past twelve months to select the articles that have provoked the most conversation, the most inspiration, and the most change. From how companies can proactively evolve their business models to stay ahead of the digital revolution to understanding why your strategy execution isn't working--and how to fix it--the articles in these volumes will help you manage your daily challenges and meet the changing competitive landscape head-on. Books in the HBR 10 Must Reads series offer essential reading from Harvard Business Review on topics critical to the success of every manager. Each book is packed with advice and inspiration from leading experts such as Clayton Christensen, Michael Porter, Herminia Ibarra, Daniel Goleman, Marcus Buckingham, Roger Martin, Adam Grant, Thomas Davenport, and Patty McCord. Company examples range from Unilever, Deloitte, and DHL to Facebook, Netflix, Google, and Uber. 5 Years of Must Reads: 2019 Edition brings the most current and important business conversations of the past few years to your fingertips.
This book analyzes the nature and functions of horror films from the vantage of a theoretical reconstruction of George Santayana’s account of beauty. This neo-Santayanan framework forms the conceptual backdrop for a new model of horror’s aesthetic enjoyment, the nature of which is detailed through the examination of plot, cinematic, and visual devices distinctive of the popular genre. According to this model, the audience derives pleasure from the films through confronting the aversive scenarios they communicate and rationalizing a denial of their personal applicability. The films then come to embody these acts of self-assertion and intellectual overcoming and become objects of pride. How horror films can acquire necropolitical functions within the context of abusive systems of power is also clarified. These functions, which exploit the power of anti-tragedy, downward social comparison, or vicarious emotion, work to remediate aggressive, ascetic, or revolutionary impulses in ways that are not injurious to the status quo. This book champions horror as a source of self-empowerment and unmitigated beauty, but also attests to the potential social harms of the genre.
Five years' worth of management wisdom, all in one place. Get the latest, most significant thinking from the pages of Harvard Business Review in 5 Years of Must Reads: 2020 Edition. Every year, HBR editors examine the ideas, insights, and best practices from the past twelve months to select the definitive articles that have provoked the most conversation, the most inspiration, and the most change. From how you can lead with authenticity by moving past your comfort zone, to engaging customers and employees alike with the help of artificial intelligence, to scaling your agile processes from a handful of teams to hundreds, the articles in this five-book collection will help you manage your daily challenges and meet the changing competitive landscape head-on. Books in the HBR 10 Must Reads series offer essential reading selected from the pages of Harvard Business Review on topics critical to the success of every manager. Each book is packed with advice and inspiration from leading experts such as Clayton Christensen, Michael Porter, W. Chan Kim, Renee Mauborgne, Herminia Ibarra, Marcus Buckingham, Roger Martin, Adam Grant, Thomas Davenport, and Katrina Lake. Company examples range from P&G, DHL, and Deloitte to Alibaba, Google, and Stitch Fix. 5 Years of Must Reads: 2020 Edition brings the most current and important business conversations to your fingertips.
What does it take to succeed? This question has fueled a long-running debate. Some have argued that humans are fundamentally competitive, and that pursuing self-interest is the best way to get ahead. Others claim that humans are born to cooperate and that we are most successful when we collaborate with others. In FRIEND AND FOE, researchers Galinsky and Schweitzer explain why this debate misses the mark. Rather than being hardwired to compete or cooperate, we have evolved to do both. In every relationship, from co-workers to friends to spouses to siblings we are both friends and foes. It is only by learning how to strike the right balance between these two forces that we can improve our long-term relationships and get more of what we want. Here, Galinsky and Schweitzer draw on original, cutting edge research from their own labs and from across the social sciences as well as vivid real-world examples to show how to maximize success in work and in life by deftly navigating the tension between cooperation and competition. They offer insights and advice ranging from: how to gain power and keep it, how to build trust and repair trust once it’s broken, how to diffuse workplace conflict and bias, how to find the right comparisons to motivate us and make us happier, and how to succeed in negotiations – ensuring that we achieve our own goals and satisfy those of our counterparts. Along the way, they pose and offer surprising answers to a number of perplexing puzzles: when does too much talent undermine success; why can acting less competently gain you status and authority, where do many gender differences in the workplace really come from, how can you use deception to build trust, and why do you want to go last on American Idol and in many interview situations, but make the first offer when negotiating the sale of a new car. We perform at our very best when we hold cooperation and competition in the right balance. This book is a guide for navigating our social and professional worlds by learning when to cooperate as a friend and when to compete as a foe—and how to be better at both.
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