The Weekly Pulse is my content curation and my highlights from readings, books, podcasts, insights, and everything I discovered during the week.
So, let’s go with some discoveries from the week!
#1 – How the Personal Computer Broke the Human Body
#2 – How (Un)Ethical Are You?
#3 – How Leaders Create And Use Networks
How the Personal Computer Broke the Human Body
Author: Laine Nooney
The arrival of personal computers in the 1970s brought with it a world of pain previously unknown to humankind.
The traditional overhead lighting, strong task lighting, or daylight cast would cause a glare over the display’s specular surface, causing eye strain.
The combination of sitting and looking at a computer monitor caused unique pain and would become a more common complaint as desktop computers began to enter American homes over the course of the 1990s.
How (Un)Ethical Are You?
Source: Harvard Business Review
Author: Mahzarin R. Banaji, Max H. Bazerman, and Dolly Chugh
Most of us believe we can objectively size up a job candidate or a venture deal and reach a fair and rational conclusion that’s in our, and our organization’s, best interests.
But more than two decades of psychological research indicate that most of us harbour unconscious biases that are often at odds with our consciously held beliefs.
The flawed judgments arising from these biases are ethically problematic and undermine managers’ fundamental work—to recruit and retain superior talent, boost individual and team performance, and collaborate effectively with partners.
How Leaders Create And Use Networks
Source: Harvard Business Review
Author: Herminia Ibarra and Mark Lee Hunter
Networking is an essential activity for ambitious managers, but it is also one of the most dreaded developmental challenges that aspiring leaders must address.
In this article, the authors describe three distinct but interdependent forms of networking that played a vital role in the transitions of 30 managers they followed over the past two years.
These forms include operational, personal, and strategic networking. The authors explain how a three-pronged networking strategy can become part and parcel of a new leader’s development plan.
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