Maslow’s Hierarchy: How to understand human behavior?
Hierarchy of needs by Abraham Maslow is an organizational theory that helps understand the drivers of human behaviour.
Stakeholder types #11: How to identify pessimist?
If the glass is always half empty & not half full, you are dealing with a pessimist, who can be quite exhausting & tank productivity.
People pleasing: How to enhance your own self-esteem
People pleasing is a sub-conscious urge to meet other people's expectations and please everyone.
Stakeholder types #10: How to identify mommy?
Helpful, empathetic, and grossly underestimated, mommy is the soul of the office, rarely associated with competence and professionalism.
BANI: A new framework to make sense of a chaotic world?
Coined by the anthropologist & futurist, Jamais Cascio, the acronym BANI explains complex changes, such as those triggered by COVID pandemic.
Stakeholder types #9: How to identify buzzword-bazooka?
The Buzzword bazooka always remains in the driver's seat, always with a finger on the trigger and always ready to unleash their verbal weapon systems.
Stakeholder types #8: How to identify gossipers?
Gossipers clue us into things that are happening before they’re officially announced, which can provide an edge in business dealings.
Stakeholder types #7: How to identify thieves?
Whether it's a ballpen or an idea, thieves steal what attracts them and use the stolen goods to further their agenda.
Stakeholder types #6: How to identify divas?
Divas are one of the toughest office personality types. Their lack of self-critique combined with extreme sensitivity make them a liability.
Expectation Effect: How to change perceptions?
Expectation effect is the phenomenon where our perception and behavior changes from our personal expectations or those of others.
ZMET: How to understand thought patterns?
The ZMET analysis helps uncover the deep, fundamental structures that guide people’s thinking about a topic.
Golem Effect: How to degrade performance?
Golem Effect is is a psychological phenomenon whereby a manager's lower expectations lead to lower performance from the team.