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Brain Rules

  Brain Rules: 12 Principles for Surviving and Thriving at Work, Home, and School by John Medina takes what neuroscientists have learned about the brain and explains it in a way anybody can understand. With a heavy emphasis on the brain as a product of evolution (and countless references to peer-reviewed studies), Medina covers 12 brain functions and explains what goes on in the brain when they take place. Each chapter begins with an enticing hook, anecdote, or psychological experiment that illustrates some facet of a “brain rule.” Medina then explains the science behind the story while highlighting the importance of specific molecular changes that occur in the brain. Next, he presents guidelines for the reader to implement, such as the value of a power nap or a daily walk, to prevent neurological disorders and improve cognition. His advice provides a refreshing look at our lives through the lens of current scientific knowledge. Medina also includes several examples of current research in neuroscience to illustrate each brain rule. One interesting experiment explores the brain activity of a patient who observed a picture of Jennifer Aniston and another who viewed a picture of Halle Berry. The study, published by Dr Quiroga in Nature, used depth electrodes to monitor firing behavior of individual neurons in patients with epilepsy. One patient had a neuron that would fire only to a picture of Jennifer Aniston but not to pictures of other famous people. Another patient had a neuron that responded to a picture of Halle Berry dressed as Catwoman, but not to other actors dressed as Catwoman. Medina even explores brain differences between men and women and notes the “troubled history” of such discussions. Nevertheless, he provides helpful scientific information that neither supports stereotypes nor completely destroys them. In such discussions, he is first a scientist, helping the reader look at the facts and understand the biology before interpreting its application. In Brain Rules, Dr. Medina outlines 12 interesting ways to understand how our brain works. Each one of rules has a direct application to our understanding of the behavioral analysis. I will...

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Super Connector

This book tell us to Stop Networking, seriously, stop doing it. Now. It is time to ditch the old networking-for networking's-sake mentality in favor of a more powerful and effective approach to creating and enhancing connections. In Superconnector, Scott Gerber and Ryan Paugh reveal a new category of professionals born out of the social media era: highly valuable community-builders who make things happen through their keen understanding and utilization of social capital. Superconnectors understand the power of relationship-building, problem-solve by connecting the dots at high levels, and purposefully cause different worlds and communities to interact with the intention of creating mutual value. They don't just meet people for business-card collection's sake; they understand the power of relationship-building, problem-solve by connecting the dots at high levels, and purposefully cause different worlds and communities to interact with the intention of creating mutual value. Superconnector shows readers why it's time to leave their bad networking habits in favor of a new three-pronged Vision-Execution-Profiting approach. The core message is simple: Connect with others in the right way, and your life and career will be enriched. To understand the Supperconnector it is necesary to understand the antithesis, which is a networker. A typical networker is someone who is transactional, short-term focused, transaction-only oriented, and really, frankly is using these very old-school, antiquated tactics to try to get themselves a personal gain of some kind. Connectors are people that see the equation very differently. They’re empathetic and emotionally intelligent, they’re habitually generous, they want to give to others, they want to build a community around themselves rather than think “Oh I got you one, you get me one now,” or “You owe me,” or “I need to get something out of this person.”They never think like that. They’re thinking longer term about building deeper, more meaningful relationships. And then Superconnectors are a percentage of the top of the pyramid if you will. When people say “Oh, who do you think knows this person,” or “Who do you think I should call about this problem?” They’re the people that come first to the top of the mind....

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Getting to YES Negotiating agreement without giving in

Getting to Yes is the book you should've read. Whether you'reu asking for a raise, working on a business deal, or dealing with your landlord, if you're looking for more sophistication and success in your negotiation strategies than "start high", this is the book for you. Getting to Yes is a complete framework for "principled negotiation"–two or more parties working together to best address their mutual interests with creative, objectively fair solutions. If you're unfamiliar with principled negotiation, it's the complete opposite of our conventional image of negotiation: two hard-heads pitted against one another in a battle of will and wit. This book is not about mind-bending or psychological tricks–rather. Rather, it is a systematic process to ensure you make the most out of negotiation while achieving a durable outcome, beginning with how to know whether to negotiate at all and what to consider a positive outcome. This book is definitely worth a quick review/re-read before any major negotiation. Below is my short field manual for reference. Planning: Before starting out, develop a BATNA and trip wire so you know exactly what you are trying to get out of negotiation and when it's no longer worth the time. Remember that the reason you negotiate is to produce something better than the results you can obtain without negotiating. Start listing out (guessing is ok) what the interests of each side are Brainstorm and list out any negative perceptions the other side has about you, and think of ways to counter these perceptions by acting in ways that are inconsistent with them Make note of conflicting interests and brainstorm potential objective criteria for resolving them Negotiating: Clearly identify and list out both side's interests (use a whiteboard) and then focus on a nonjudgmental brainstorming session to come up with ways to address various interests During negotiation, always respond to positions and demands by asking for the principled justification (eg. how did you determine that?) Continue to extract interests from positions and list them Sit side by side facing the problem to reinforce as a team-based problem solving activity Do not back down from...

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The Anticipatory Organization

Disruption is shaking all industries and established business models today. Retail is being hammered by eCommerce; fossil fuel driven vehicles by electric vehicles; Uber is making customers think whether they should own a car? Customer and employee loyalty have an increasingly short shelf life. Is strategic planning dead as some gurus shriek from pulpits? As Nestle’s experiences with the ban on Maggi noodles shows, even after hiring the best brains, building a culturally evolving organisation or investing a fortune on data and information management tools, gazing into the future is a hazardous activity, more so in the VUCA age. The U.S. healthcare industry was also recently given a shock treatment with the announcement of a new company to be launched by heavyweights Jeff Bezos, Warren Buffett and Jamie Dimon to tackle the high cost healthcare industry. Welcome to the World of Volatility, Uncertainty, Complexity and Ambiguity. In this uncertain world, Futurist Daniel Burrus’s pathbreaking book The Anticipatory Organization comes a welcome respite from the tensions and stresses of forecasting into the foggy future where established practices such as strategic planning are not working. Within this fast-changing future, opportunities will be revealed to those who can separate the Hard Trends that will happen, from the Soft Trends that might happen.   [box type="shadow"] DANIEL BURRUS Daniel Burrus is considered one of the World’s Leading Futurists on Global Trends and Innovation. The New York Times has referred to him as one of the top three business gurus in the highest demand as a speaker. He is the author of seven books, including The New York Times and Wall Street Journal best-seller Flash Foresight, as well as the international best-seller Technotrends. His latest book is called The Anticipatory Organization: Turn Disruption and Change Into Opportunity and Advantage. [/box]   A Hard Trend is a projection based on measurable, tangible, and fully predictable facts, events, or objects. It’s something that will happen: a future fact that cannot be changed. In contrast, a Soft Trend is a projection based on statistics that have the appearance of being tangible, fully predictable facts. It’s something that...

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The new one minute manager

The New One Minute Manager it is an updated revision of the bestselling book, The One Minute Manager, publish in 1982, a small book that requires only about an hour to read and uses a parable to teach three crucial management skills, that one learned will stick in your memory forever. In the introduction to the new version, authors Ken Blanchard an Spencer Johnson discuss the differences in the world in the more than thirty years since the original book was published. Must has changed in the past three and a half decades, notably the near unanimous agreement that top down command and control management is counterproductive and that longer just a pay check for employees but must, instead, be a source of fulfillment and purpose“.   [dropcap style="font-size: 60px; color: #9b9b9b;"] A[/dropcap]s in the original edition, the new edition tells the story of a young man who has been looking all over the world for a great manager to work for and learn from. He finally finds a great manager, who is know as the “New One Minute Manager”. This great manager introduces him to his core managing philosophy that “people who feel good about themselves produce good results. This manager has found the secret formula to concurrently achieve results for the company, and fulfilment for his team; and is able to adapt his techniques to keep up with rapid changes. The young man then goes on to talk with there lower- level manager of the great manager’s team who explain the three secrets of one-minute management and the young man discovers his 3 secrets, and is eventually offered a job, and becomes a New One Minute Manager. The fictional manager if the 1980s made it clear what employees’ responsibilities were and how they would be held accountable. But management has changed, according to the New One Minute Manager. The manager in the new edition discusses the problems with top-down management: “ Today that structure is too slow. It doesn’t inspire people an it stifles innovation. Customers demand quicker service and better products, so we need everyone to...

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Professional Reading Club: START WITH WHY

This month, in the Professional Reading book we have proposed to read the book Start with why , by Simon Sinek. Simon Sinek's recent video on 'The Millennial Question' went viral with over 150 million views. Why are some people and organisations more inventive, pioneering and successful than others? And why are they able to repeat their success again and again? In business, it doesn't matter what you do, it matters WHY you do it. Start with Why analyses leaders like Martin Luther King Jr and Steve Jobs and discovers that they all think in the same way - they all started with why. Simon Sinek explains the framework needed for businesses to move past knowing what they do to how they do it, and then to ask the more important question-WHY? Why do we do what we do? Why do we exist? Learning to ask these questions can unlock the secret to inspirational business. Sinek explains what it truly takes to lead and inspire and how anyone can learn how to do it You can read the complete summary here....

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