Weekly Pulse by William Meller | Week 36, 2023

The Weekly Pulse is my content curation and my highlights from readings, books, podcasts, insights, and everything I discovered during the week.
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

Source: Voce
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.

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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.

Access full Weekly Pulse reading here >>


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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