1) Targeted reflection practices to help refocus and reframe challenges
…four kinds of reflection will yield totally different perspectives: long-term, short-term, right now, and the distant future. Each is important for getting a grip on what is going on. You will emerge with greater clarity about the past, improved visibility into your current status, and a surer alignment of what you expect of yourself and your organization. (Stephen Newman and Wanda T. Wallace, strategy+business)
2) Human Relations 2.0
The science of management has long revolved around the question “How?” at the expense of “Why?” Widening the discussion to include ends as well as means also opens the door to the most troubling moral and ethical conflicts. The Taylorist routines would suddenly be thrown into doubt. Yet judicious or benevolent restraint – which is key to democratic leadership – is not a concept with which most C-suite execs are comfortable… In charting a new course, organisations can find guidance in the requirements for human happiness as humanism defines them. (Benjamin Kessler, INSEAD Knowledge)
Staying with this piece referencing Gianpiero Petriglieri’s work, the following is a related passage from one of his articles linked therein.
3) How might an agenda for the humanities make business better?
Humanism and instrumentalism, in short, cannot solve each other’s problems because they are each other’s problem. Theirs is, at its best, a marriage of inconvenience. They must remain well-matched antagonists to make business better, and make us better humans… Once they stop having to be useful, the humanities become truly meaningful. Only that will allow team human to catch up with team machine. But neither, ultimately, must get too far ahead or we will lose a struggle that keeps us human and makes societies prosper. Sometimes it is useful to move fast and break things. Other times it is wise to move slow and heal people. (Gianpiero Petriglieri, Harvard Business Review)
4) A better coaching conversation through “hero questions”
Tell me about a time this month you felt energized.
What have you learned about yourself from working on this project?
What strengths have you found most useful on this project?
Who have you recently helped, and what difference did it make in their work and yours?
Asking employees to look back at these peak moments helps managers better understand what it took to get there — and, more importantly, what it will take to get there again. (Joe Hirsch, Harvard Business Review)
5) Craig Mod on stillness
How do I transmute this stillness into life? My daily catechism. The stillness was a quality of stillness I had never before felt. A rare glint of light and clarity in an otherwise dark and protean period full of unknowns. But a hopeful glint in the mind is a thing to carry, a thing to love. I hope I don’t forget the stillness of these past few months. I want to believe it’s embedded somewhere deep within. But maybe it’s not. Maybe it’ll be quickly forgotten. Maybe quickly forgetting is what allows us to keep going. But I’m not entirely sure. I love it and will carry it forward as far as I can. I feel this is our duty — to bring forward that stillness, that goodness, and draw on it as a source of energy later on when things, once again, fall apart. How else can you better honor that universality of pain felt worldwide? (Roden)