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Sybase Professional thinking
Killexams : Sybase Professional thinking - BingNews https://killexams.com/pass4sure/exam-detail/510-026 Search results Killexams : Sybase Professional thinking - BingNews https://killexams.com/pass4sure/exam-detail/510-026 https://killexams.com/exam_list/Sybase Killexams : Penny For Your Thoughts: Why Quality Thinking Is Declining Worldwide

Lenovo’s first Think Report found that many Millennial and Gen Z workers worldwide are struggling to think beyond survival mode. What does this mean for the workplace?

The ability to think clearly, deeply and productively is one of the most valuable professional skills in the workplace today—but it’s also becoming one of the most endangered. In honor of the Lenovo ThinkPad’s 30th anniversary, Lenovo partnered with Zeno to survey a global audience on the state of thinking. And the findings were concerning.

While there is a significant sense of optimism around the power of thinking to help us make better decisions, be kinder and problem-solve together, a significant ‘thinking gap’ has emerged among younger workers. Just 34% of all 5,700+ respondents reported that they spend all or most of their thinking time in clear, deep and productive thinking.

Not surprisingly, the past several years have seen a decline in people’s ability to think deeply and reflectively. The study, which focused on Millennial and Gen Z workers in the U.S., U.K., Germany and Japan, found that many people are burned out, struggling to make ends meet and fatigued. Because of this, their thought lives are revolving around these immediate challenges rather than the deeper, more meaningful types of thinking that can lead to better outcomes.

One concern that comes through in Lenovo’s Think Report is that the compromises these young people have had to make in their thinking to cope with the pressures of 2020 onward are not temporary. Rather, they seem to represent a shift away from higher-order thinking in the workplace and beyond.

What we’re thinking

The study defined four types of thinking that young people wish they could engage in more often:

1. Critical Thinking: Ability to evaluate facts from opinions and true information from false

2. Collaborative Thinking: Openly engaging with and building on the ideas of others (e.g., brainstorming, discussion groups, etc.)

3. Reflective Thinking: Introspective thinking, in which one is aware of and evaluates themselves and their lives, as well as how their actions may impact others

4. Higher Order Thinking: Clear, deep, productive thinking

Instead, many young people find themselves stuck in practical/survival thinking, which the report defines as “a compromised mindset.” Tellingly, 76% of U.S. respondents saying that the ability to think quickly and multi-task is ‘extremely important.’ While these abilities may sound positive, they’re actually antithetical to the kind of deep, meaningful thought that leads to the best results.

Why is survival thinking on the rise? Fewer than 1 in 5 individuals today feel their life is getting easier, while 4 in 5 feel their life is either getting harder or staying the same. Most respondents cited the pandemic and social unrest of the past several years as the reason their thinking has been negatively impacted.

For U.S. respondents, other obstacles to what the study calls ‘clear/deep/productive thinking’ include having too many things on the mind (63%), distractions (62%), fatigue (58%), burnout (56%) and not feeling mentally healthy (55%). This segment reports losing over two and a half hours daily due to their inability to think effectively.

Another factor hampering young people’s ability to think is the ‘tech clutter’ in the workplace, caused by the unplanned remote work experiment of the pandemic. Tech clutter refers to a plethora of helpful tools, but little knowledge or preparation to use them effectively. This contributes to distraction and multitasking, both enemies of deep thinking.

Thinking strategies

When asked, “If it meant better thinking, how would you change your life?”, participants would consider spending more time outside (72%), practicing more (67%), exercising more (66%), meditating more (60%), spending less time on social media (60%) and looking for technology to assist their quality of thinking (56%).

The study also defined conventional and unconventional strategies that young people would employ in order to Strengthen their quality of thought. In the U.S., the top four conventional strategies are:

1. To go to a quiet place

2. To listen to music

3. To be present

4. To spend time in nature

Unconventional strategies that U.S. respondents were willing to try include:

1. Improving posture

2. Adding more greenery to space

3. Doodling, painting or drawing

4. Cutting out sugar consumption

5. Clothing that helps motivate

Thinking at work

If you’re in any position of leadership at work, the thinking gap among younger workers should have you worried. By 2030, Millennials and Gen Z could comprise almost 75% of the workforce. Employees who cannot think in modes beyond that of survival will be less innovative, less resilient, less collaborative and less able to cope with the challenges of everyday work.

What we think drives everything we do. Burnout and fatigue were among the top reasons that respondents could not think clearly, deeply or productively. Not having the time, energy or space to think deeply could have catastrophic effects on both the personal lives and professional performance of your team. Maybe it already has.

So what can organizations do about it? Employees should be encouraged to balance their use of technology with the time and space to be alone with their thoughts. For in-person workplaces, quiet environments designated for thinking will demonstrate the organization’s commitment to a healthy thought life and encourage employees to make use of the space. Leaders can also model a healthy balance of using technology and unplugging from it at regular intervals to clear their mind.

Of course, thinking is not just a solo endeavor. Collaborative thinking, such as brainstorming, is vital for new ideas to emerge and problems to be solved. To increase the standard of thought in the workplace, leaders should ensure that their teams are thinking together rather than in siloes.

Better thinking, better world

When asked about their perspective on high-quality thinking, U.S. respondents resoundingly value (86%), enjoy (82%) and benefit from (85%) clear/deep/productive thinking. They believe it will help them make better decisions (86%), help their mental wellbeing (85%), help them feel present/patient (84%) and increase their self awareness (84%). High-quality thinking is closely connected with one’s ability to achieve not just professional goals, but also personal objectives.

Across all markets, nearly 80% of respondents believe that societies need to develop new approaches to thinking. The good news is, we all have the capacity to Strengthen our level of thinking. Finding a quiet place, utilizing the creative side of our brain, using technology wisely and fostering a learning & development culture can all contribute to better thinking—and the better world that we all want to create.

Tue, 11 Oct 2022 10:45:00 -0500 Mark C. Perna en text/html https://www.forbes.com/sites/markcperna/2022/10/11/penny-for-your-thoughts-why-quality-thinking-is-declining-worldwide/
Killexams : Is Your Boss’s Outdated Thinking Ruining Your Career?

I’ve been studying and teaching about the psychology of work for over 40 years, and while times have very much changed, unfortunately, many supervisors have not. They remain stuck in the old “command and control” way of thinking. If your career advancement is tied to a boss who still holds to this outdated mode of thinking, you may very well find yourself stuck in a dead-end job, and may want to consider some alternatives.

Here are some clues that an old-school boss may be holding you, and your career, down.

“You Need to Pay Your Dues.” Historically, the main path to promotion was putting in time: Work long enough, and you earned a promotion. If your boss (or organization) holds to the belief that only people who have a certain amount of tenure in a position deserve promotion, you may want to consider your alternatives. Promotions should be based on an employee's abilities, performance, and potential to advance, not just time served. Cutting-edge organizations and bosses tie raises and promotions to performance and potential, not the years one has been in their current position.

“Spare the Rod.” If your boss is punitive — always on the lookout for employees doing something wrong, and then “bringing the hammer down” — it’s a sign that their old-school thinking is not only making your life miserable, but just not working. The purpose of punishment is to stop undesirable behavior, but it doesn’t encourage better performance or greater productivity. A better way is for a boss to turn the focus from this punitive management style toward encouraging and rewarding desirable, productive work behavior. While punishment has its limited place (e.g., stopping employees from goofing off or taking risky actions around dangerous machinery), positive reinforcement — encouraging and rewarding desirable behavior — is always a better supervisory strategy. Is your boss overly punitive? Time to consider your employment alternatives.

“Money Is the Only Important Motivator.” Sure, money is a powerful motivator, but if it’s the only way your boss rewards people, it’s a sign of “old school” thinking. A good boss thinks about the many ways an employee can be recognized and rewarded, beyond dollars and cents. And the fact is that being flexible, such as by allowing employees with child- or elder-care responsibilities to arrange their work schedules so they can do their jobs and still provide homecare, may be a better motivator than a raise. Old-school bosses may not realize that rewarding people isn’t just about the money (although that is important). Tying good performance to career advancement, and thinking about rewards more broadly (e.g., time off, flexible work schedules, challenging assignments, recognition, etc.) are valid ways to motivate people – and are especially important when the possibility of monetary rewards is limited.

“The Best Person for This Job Is X.” Holding firmly to outdated and erroneous stereotypes and biases is a telling sign that you’ve got a bad boss. I remember talking to one old-school boss who told me, "When it comes to jobs requiring detail, I always hire Asian Americans, because they pay attention to detail.” Not only was this biased and racist, but it suggested this boss didn’t have the motivation (or ability) to know how to identify and hire capable workers, let alone know how to manage them.

“It's My Way or the Highway.” A very capable employee once told me that his boss was always critical of his work, not because of its quality (which was consistently good), but because his boss didn’t like the way he approached the job, nor the procedures he used. His boss would constantly bring the employee into his office to show him “the right way" to do the task. That employee eventually quit, not because he couldn’t do the job, but because he got tired of his supervisor’s constant criticism. A good boss allows capable workers the autonomy to be creative and take personal control of their work.


Riggio, R.E. & Johnson, S.K. (2022). Introduction to Industrial/Organizational Psychology (8th ed.). New York: Routledge/Taylor & Francis.

Sat, 15 Oct 2022 16:31:00 -0500 en-US text/html https://www.psychologytoday.com/us/blog/cutting-edge-leadership/202210/is-your-boss-s-outdated-thinking-ruining-your-career
Killexams : Spotlight on Mathematical Thinking

The Education Week Spotlight on Mathematical Thinking is a collection of articles hand-picked by our editors for their insights on current math learning gaps, strategies for empowering students with mathematical thought, how to start students on the path of fluency, how teachers are giving learners the tools to solve the world’s puzzles, how early math supports can help vulnerable students, and more.

Tue, 27 Sep 2022 08:23:00 -0500 en text/html https://www.edweek.org/products/spotlight/spotlight-on-mathematical-thinking
Killexams : What Are Audi's Designers Thinking?

With the shift away from internal-combustion engines to electrification and the march toward automated and autonomous vehicles, we're in the most transformative moment in automotive history.

Audi is one of the earliest adopters of new technology, and as engineering evolves, so does design. Rather than creating radically different designs for its initial e-tron EV offerings, Audi opts for more traditional styling that creates a bridge between the past and future, but that's only the first step.

We sat down with Oliver Hoffmann, Audi's chief development officer, and head of design Marc Lichte in Audi's Malibu, California, Design Loft to hear their thoughts on Audi's next steps.

As Lichte points out, having design studios in both California and Beijing allows designers to draw inspiration from Audi's most important markets. There are different sensibilities related to each, but appearances must still remain unmistakably Audi. As he describes it, "A Coke bottle is recognizable anywhere in the world, but the tastes vary slightly depending on the region."

With the advent of EV architecture's "skateboard" chassis, designers have newfound freedom with fewer of the constraints found with internal-combustion drivelines. That's not to say battles between designers and engineers are a thing of the past. Hoffman quips that there are still discussions on millimeter scales, usually in regard to vehicle height.

Design technology is also evolving. Upon entering the Malibu Design Loft, there's no scent of clay or markers. Everything is now digital and incorporates 3D VR modeling for a more seamless and efficient workflow that spans continents. As a result, Audi has been creating concepts at a rapid pace.

Audi christened the Design Loft last year with a rollout of the Skysphere variable-wheelbase concept. The "sphere" nomenclature refers to the interior space, which receives priority over exterior styling at first. China responded with the Urbansphere minivan-esque vehicle, which gives us a glimpse of how automated driving will affect interiors since the driver will be freed from driving duties.

audi activesphere concept – this is the name of the fourth model in the family of concept cars that audi has been introducing since august 2021 not only do they all have electric drives, but they’re also designed to be capable of automated driving this technical layout gives rise to entirely new designs, especially of the interiors and the offerings for those on board to use their time productively or just relax audi’s sphere concept cars collectively showcase the vision of the premium mobility of tomorrow the audi activesphere concept, which is set to debut at the beginning of 2023, will offer maximum variability for an active lifestyle – both on and off road the brand will show off the three members of the sphere family that have already been introduced – the audi skyphere, grandsphere and urbansphere concepts – for the first time together during monterey car week in california in august 2022

Audi’s Activesphere concept is coming in early 2023.


Next up is the forthcoming Activesphere concept, which Lichte says will integrate automated driving and represent the next big step in Audi's design direction. He hints that even the definition of an SUV will evolve as vehicles will have reduced ride heights to maximize aerodynamic efficiencies.

His enthusiasm for this next concept is palpable, and we're admittedly excited to see how Audi adapts and evolves to this changing landscape. One thing is certain: the future will look very different.

This content is imported from OpenWeb. You may be able to find the same content in another format, or you may be able to find more information, at their web site.

Thu, 06 Oct 2022 10:08:00 -0500 en-us text/html https://www.caranddriver.com/news/a41487790/audi-designers-activesphere-concept/
Killexams : Trump Says You Can Declassify Something 'Even by Thinking About It'

Former President Donald Trump is defending his handling of sensitive government records, telling Fox News host Sean Hannity that the president can declassify materials with just a thought.

Trump made the remarks Wednesday evening in response to litigation that's increasingly centering on whether Trump properly declassified thousands of documents seized by FBI agents from his Mar-a-Lago home in Florida. Speaking to Hannity at Mar-a-Lago, Trump reiterated his claim that he declassified the documents in addition to declaring a sweeping new ability for the president to do so.

"You can declassify just by saying it's declassified, even by thinking about it. Because you're sending it to Mar-a-Lago or to wherever you're sending," said Trump. "And it doesn't have to be a process. There can be a process, but there doesn't have to be. You're the president. You make that decision. So when you send it, it's declassified. Because I declassified everything."

Former President Donald Trump speaks to supporters at a rally to support local candidates at the Mohegan Sun Arena on September 3, 2022, in Wilkes-Barre, Pennsylvania. Trump told Fox News host Sean Hannity on Wednesday that the president can declassify documents "even by thinking about it." Spencer Platt/Getty Images

FBI agents carried out a court-approved search of Trump's home in August as part of a Department of Justice (DOJ) investigation into whether the former president was hoarding classified and other sensitive documents. Trump responded with a civil lawsuit that successfully sought the appointment of a special master, an independent arbiter to sort out private materials hauled away by FBI agents.

DOJ lawyers have argued in court filings that Trump has not proven that he declassified the documents. Trump's legal team additionally has not argued that the documents were declassified.

Judge Raymond Dearie, the recently appointed special master in the case, asked Trump's lawyers to provide details on the former president's declassification of documents. Trump's legal team earlier this week objected and suggested that doing so would mean disclosing their defense to a potential future indictment of the former president.

Dearie reportedly told Trump's lawyers during a hearing Tuesday that they cannot "have your cake and eat it too."

Others have disputed Trump's claim that he declassified documents he took to Mar-a-Lago at the end of his presidency—including members of his inner circle.

Mick Mulvaney, who served as Trump's acting chief of staff from January 2019 to March 2020, said during a Newsmax interview in August that there's "a formal structure" to declassifying documents.

"You can't just sort of stand over a box of documents, wave your hand and say these are all declassified," he said. "That's not how the system works."

Other high-ranking members of Trump's administration, including former Chief of Staff John Kelly and former national security adviser John Bolton, said they were unaware of any "standing order" to declassify documents taken to his residence.

Newsweek reached out to the DOJ for comment.

Thu, 22 Sep 2022 01:19:00 -0500 en text/html https://www.newsweek.com/trump-says-you-can-declassify-something-even-thinking-about-it-1745174
Killexams : Stumped By False Dilemmas? Try Both/And Thinking

My friend Mike is on the road most of each week, eating all of his meals in restaurants. His wife Darlene is at home, cooking every meal for herself and the kids. When Mike returns to home on Friday, he finds Darlene tired of cooking and eager for a break. Naturally, the last thing Mike wants is another restaurant meal.

For some couples, this situation would be ripe with potential conflict. But Mike and Darlene figured this one out years ago.

While Mike is out of town, Darlene does the meal planning and grocery shopping for the weekend. Then on Friday night and through the weekend, Mike (while teaming up with the couple’s teenagers) prepares all the meals. Not only has he developed some culinary skills, he and Darlene have learned how to manage other false dilemmas.

What’s a false dilemma? It’s a logical fallacy involving a situation in which only two alternatives are considered, when in fact there are additional options (sometimes shades of gray between extremes).

As someone once said, “When life gives you a dilemma, make dilemma-nade.”

False dilemmas are everywhere we look—not just in personal relationships, but in every facet of our lives, including the daily navigation of our careers.

An insightful guide in making “dilemma-nade” can be found in Both/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems by Wendy K. Smith and Marianne W. Lewis.

Wendy Smith is a professor of management at the University of Delaware, and Marianne Lewis is dean of the College of Business at the University of Cincinnati.

The authors combine more than 25 years of experience and research on navigating paradoxes to offer leaders, policymakers, and individual contributors a practical approach for dealing with everyday challenges.

Rodger Dean Duncan: You say developing both/and thinking begins by noticing “the paradoxes that lurk beneath our presenting dilemmas.” Please supply us a couple of examples of such paradoxes.

Wendy K. Smith: Underlying our personal and societal dilemmas are interdependent opposites like today-tomorrow, self-other, give-take, global-local. These yin-yangs define and inform one another, while also pulling in opposing directions.

For example, consider a career dilemma of whether to stay at a current job or take a new position. Underlying this dilemma are paradoxes between loyalty and opportunity, personal and company needs. Similarly, organizations face dilemmas when deciding whether to invest in current products or innovation. Beneath these challenges lie paradoxes of short-term and long-term, stability and change.

Duncan: From your years of research, you’ve developed what you call “the paradox system” for helping people shift how they think and feel when navigating a paradox. Tell us how that system works.

Smith: Imagine navigating the paradoxes of a career dilemma. Doing so is not just about how you make a decision. You also have to manage your emotions. You have to think about the context that informs the decision, and how you will continue learning about the decision. That is, you need a variety of tools to navigate paradox. We bring these together into what we call The Paradox System. Two big ideas highlight how it works.

First, the Paradox System contains tools labeled ABCD for ease of memory:

Assumptions – change your mindset and questions from either/or to both/and

Boundaries – create structures that can contain the tensions

Comfort – find comfort in the discomfort of navigating paradoxes

Dynamics – engage change and experimentation for ongoing learning.

Second, navigating paradoxes is paradoxical. The tools that help us navigate paradoxes are themselves paradoxical. The Paradox System involves assumptions and comfort, engaging our head and hearts, as cognition and emotions reinforce each other. The system also involves boundaries and dynamism. Stable boundaries can unleash creative improvisation, while change can enhance and clarify boundaries.

For example, Paul Polman built a paradox system as CEO of Unilever to achieve the Unilever Sustainable Living Plan (USLP). Viewing financial and social responsibilities as a paradox, he helped employees value tensions between growing profit while reducing their environmental impact (assumptions). He created structure that sharpened focus on these competing demands, specifying roles, metrics and goals for both profit and sustainability (boundaries). He also fostered a culture where employees could discuss concerns and uncertainties (comfort). Finally, Unilever leaders constantly experimented, innovating with new practices and stakeholder partnerships to Strengthen how they managed both social and financial demands (dynamics).

We can apply these same tools to our personal decisions as well.

Duncan: Why do people allow themselves to be bullied by “either/or” thinking?

Marianne W. Lewis: As a dean, I often hear people grappling with career dilemmas. “Should I focus on excelling in my current job, strengthening my expertise and organizational potential? Or should I take a leap, learning new skills and exploring possibilities?” This kind of dilemma creates anxiety and uncertainty. Either/or thinking offers a sense of control. We weigh the pros and cons of opposing demands and make a decision. A or B? In the short-term, clear, consistent answers reduce the discomfort of tensions. In the longer-term, however, they create limitations.

For example, in response to career dilemmas, some people get stuck, waiting for a clear sign that tips the scales, or pushing so hard for successive promotions that they burn out and neglect wider opportunities. Others get in a jumping habit, always seeking a better opportunity. Moves can be exciting, but they miss means to deepen learning, impact, and community. Why limit our options? Talent is treasured and loyalty scarce, and technologies enable learning and work in many modes.

Duncan: What sort of cognitive traps seem to be the most common impediments to problem-solving?

Lewis: Paradoxes create cognitive dissonance, the discomfort of inconsistencies. We might face inconsistencies between current experience and our past understanding.

For example, you might find that a political foe has long volunteered for a cause you champion. We can experience inconsistencies between what is said and what is done. Your supervisor stresses greater innovation, but closely monitors your productivity. Or you might face inconsistencies between plans and outcomes. The more globally coordinated your organization becomes, the more local managers stress their regional differences.

Acclaimed psychologist, Paul Watzlawick, explained: “Paradox is the Achilles heel of our logical, analytical, rational world view. It is the point at which the seemingly all-embracing division of reality into pairs of opposites, especially the Aristotelian dichotomy of true and false, breaks down and reveals itself as inadequate.”

To reduce dissonance, we seek clear, consistent answers. Yet either/or thinking limits our options. In contrast, navigating paradoxes takes curiosity and openness. Allowing oneself to doubt, such as by questioning assumed cause-effect relationships, also enables wisdom. Surprising observations can build when understanding the paradox of knowledge: the more we know, the more we know we don’t know.

Duncan: What role do emotional and behavioral traps play in people’s struggles with everyday challenges in the workplace and in family life?

Smith: Emotions play a powerful role in responding to paradox, as the discomfort of co-existing contradictions sparks anxiety. As Freud and subsequent psychologists stressed, anxiety threatens the ego. Because paradoxes surprise and confuse us, they challenge us, throwing into question our existing mindsets, identities, skills, and behaviors. Yet our behaviors create habits that reinforce our existing approach, preventing change.

Career growth is a good example. Successful job performance is often rewarded with more challenging opportunities. Yet greater responsibilities require learning and changes that initially diminish performance. Performing and learning work in tandem, ebbing and flowing throughout our careers. Navigating the paradox starts with embracing the tensions.

Duncan: For many people, trying to navigate a paradox simply leads to cycles of counter-productivity. What patterns seem to be the most common, what’s your advice for avoiding them?

Lewis: We identify three patterns of vicious cycles stemming from either/or thinking. The first is intensification. People make a choice, then continually reinforce that choice. This might be fine for a while, but when situations change, it’s hard to pull out of the rabbit hole. Firms like Blackberry and Blockbuster fell into this trap. Singularly focused on their market-leading products, they avoided innovation despite shifting technology.

Second is the pattern of over-correction. Anyone who has been on diets knows the swings between excessive discipline and excessive indulgence. We describe over-correction as a wrecking ball, swinging to extremes and creating all kinds of destruction.

The final pattern is polarization. Groups reinforce their own side while diminishing and ultimately dehumanizing the other. Polarization defines our current political landscape, while seeping into our family dinners and harming friendships. We depict polarization as trench warfare—each side digs in, reinforces their perspective and shoots at the opposition. Instead of creative problem solving, both sides end up with lots of casualties.

Duncan: “Balancing” professional life with personal life is a constant juggling act for most people. How can both/and thinking help?

Smith: As a mom of three kids, I constantly feel the tug-of-war between work and home. When my twins were first born, my conversations with friends and colleagues reinforced either/or thinking. I remember thinking that there must be a better way.

Understanding two patterns of both/and thinking can help navigate work/life tensions. The first is a win/win solution. We describe this creative integration as a mule—a hybrid stronger than a horse, smarter than a donkey. When people think “both/and” they typically envision a win/win. Yet these are relatively rare. In the work/life tension, our work might become our life—we open a daycare so our work involves taking care of our kids, or we charter a fishing boat so that our life’s passion is our work.

More often, navigating paradox happens through what we call tightrope walking—or being consistently inconsistent. Tightrope walkers look out to a point in the distance, then get there by making microshifts between left and right. They never achieve a static balance but are consistently balancing. They also don’t veer too far left or right, or else they fall. Work/life tensions often require consistent inconsistency—arriving home for dinner some nights and working late others. Being too focused on work can foster burnout and harm personal relationships. Being too focused on home can lead to lost productivity and career opportunities. Oscillating between the two allows us to find ways that our energy from work can enhance our time at home and vice versa.

Duncan: You say both/and thinking begins with shifting our underlying assumptions in three areas. Please tell us about those.

Smith: Paradox mindsets enable both/and thinking. Such mindsets shift our understandings of:

Knowledge—from one truth to multiple truths

Resources—from scarcity to abundance

Problem solving—from controlling to coping

First, paradox mindsets assume that there are multiple truths. Conflicts often happen when each person believes they have the truth. Therefore, the other person must be wrong. The other day, my husband and I were discussing a parenting issue. We both believed that we had the right—and only—answer. We got stuck in a rut, each defending our perspective. We didn’t get any further until we were both able to come back to the issue and do a better job of listening to each other.

Second, paradox mindsets involve shifting our thinking about resources from a scarcity to an abundance perspective. For a project manager, either/or thinking means that allocating team time to one project means taking it from another. Both/and thinking starts with asking how we can expand the value of resources. While there might be 24 hours in a day, some hours are more productive for some than others. Can we leverage team members’ differing personal biorhythms or time zones? Likewise, time management experts recommend starting with big projects, because little projects can get done in smaller time chunks. Expanding the value of resources, we can explore more creative alternatives.

Finally, paradox mindsets invite us to let go of control. Opposing ideas and demands raise anxiety. Making a clear choice offers us comfort. But our toughest problems are messy and complicated. Consider the pandemic. Trying to minimize fear, lots of people tried to assert clear decisions in an uncertain, complex, ever-changing space. Both/and thinking approaches problem solving as coping. Navigating paradoxes through listening, experimenting, and adapting as we learn more. Letting go of control recognizes that there are many possible paths, and options appear as we move forward.

Duncan: How can both/and thinking help people deal productively with the discomforts and anxieties associated with organizational change?

Lewis: Organizational change surfaces paradoxes of stability-change, tradition-innovation, short-term-long-term. Both/and thinking helps people tap into their positive potential. Stability provides a foundation for change, while change enables more resilient stability. Holding onto core values, traditions, and partnerships can support change, making the process less chaotic and uncertain. For example, when LEGO makes bold strategic changes, they do so while staying true to their core technology (the interlocking brick) and mission (to inspire builders of tomorrow).

Duncan: In what ways can leaders model both/and thinking as a bedrock practice in their organizational cultures?

Smith: As we noted earlier, Paul Polman offered a great example when turning around Unilever.

He did two things. First, he embedded both/and thinking into the organizational culture and structures. He identified a higher purpose—making sustainable living commonplace. This vision motivated leaders to embrace opposing demands. Adding to traditional business roles, he elevated guardians of the social and environmental mission. He also diversified his senior leadership and board to encourage opposing views. And (most controversially), he stopped offering quarterly guidance to investors to empower longer-term decision making. We describe these moves as guardrails—structures, metrics, people, and goals that prevent the organization from focusing too much on one pole or another.

Second, Polman invited people into both/and thinking. He constantly asked individuals to name their tensions so that all could learn and work through them. He taught leaders skills for managing conflicts. And he asked everyone to align their annual goals to the sustainable living plan, helping personalize its paradoxes for each employee. Good leaders both create the organizational conditions and support individuals to embrace paradoxes.

Sun, 02 Oct 2022 18:40:00 -0500 Rodger Dean Duncan en text/html https://www.forbes.com/sites/rodgerdeanduncan/2022/10/03/stumped-by-false-dilemmas-try-bothand-thinking/
Killexams : ‘Visual Thinking’ Review: Do You See What I’m Saying?

In 2019 the animal behaviorist Temple Grandin was admiring the gleaming new equipment at an American meat-processing plant when she discovered the intricate metal structure had been sent from the Netherlands in more than a hundred containers. “I stood on an overhead catwalk and looked at all the complicated conveyors and exclaimed to no one, ‘We don’t make it anymore!,’ ” Ms. Grandin recalls in “Visual Thinking: The Hidden Gifts of People Who Think in Pictures, Patterns, and Abstractions.” The “it” in her exclamation refers to various kinds of engineered products. The realization partly inspired her to write this book.

In other hands, a book of this title might have comprised cutesy pop-psych pronouncements on how to tap into the hidden powers of mental imagery, in yourself and others. That’s certainly an element here, but Ms. Grandin has also written an indictment of America for its witting or unwitting dismissal of those hidden gifts.

Tue, 11 Oct 2022 10:21:00 -0500 en-US text/html https://www.wsj.com/articles/visual-thinking-review-do-you-see-what-im-saying-11665526872
Killexams : Sloan – “Magical Thinking”

Sloan are releasing a new album, Steady, in just about a month’s time. The Canadian band has shared “Spend The Day” and “Scratch The Surface” from it so far, and today they’re back with another single, the punchy “Magical Thinking.

“This song lampoons the idea of anyone who thinks that their feelings trump science,” the band’s Chris Murphy said. “Yes, I think being alive is a miracle and that we should all be grateful but people’s beliefs ultimately mean nothing and whatever those beliefs are they shouldn’t become legislation or be tax exempt and I shouldn’t have to respect them. And I don’t.” Check it out below.

Steady is out 10/21 via murderrecords/Universal Music Canada.

Thu, 22 Sep 2022 02:33:00 -0500 en text/html https://www.stereogum.com/2200437/sloan-magical-thinking/music/
Killexams : Lenovo Think Report Reveals Barriers to Critical Thinking and How Technology Can Empower Progress for a Better World


To take a critical look at how today’s societal challenges have affected global productivity and attitudes, Lenovo today releases its first-ever Think Report. This report identifies a compromised way of thinking in today’s world, with global respondents claiming a loss of roughly two hours per day in productivity due to their inability to think purposefully, primarily because of burnout, stress and mental fatigue they have experienced from the tremendous societal changes in the past two years.

This press release features multimedia. View the full release here: https://www.businesswire.com/news/home/20221005005300/en/

Lenovo Think Report 2022: The State of Thinking Today and Into the Future (Photo: Business Wire)

This timely report – which surveyed 5,700+ people across the US, UK, Germany and Japan – comes on the heels of the 30 th anniversary of Lenovo ThinkPad. The insights look to educate people in the workforce on the importance of “real thinking,” and will enable those to use technology more intelligently, collaboratively -- and less intrusively, in a way that isn’t distracting to living life and thriving.

“It is eye-opening to see that people globally feel that societal progress is in jeopardy because of a lack of real thinking. 80% of those surveyed believe that we, as a society, need to develop a new revolution in thinking,” commented Emily Ketchen, VP and CMO of Intelligent Devices Group, Lenovo. “As we celebrate ThinkPad’s 30 th anniversary, it’s a pivotal time to re-evaluate how human-centered technology can catalyze better thinking in all aspects of our lives – from home to work to school and more.”

The Thinking Gap

Respondents largely feel that the external events of the last few years (e.g., COVID-19, economic disruptions, etc.) are contributing to and exacerbating distractions, heightened multitasking and fatigue, which further impairs the quality of their thinking.

  • Across all respondents, just 34% say they spend "all" or "most" of their thinking time in clear, deep, and productive thinking.
  • 75% of IT Decision Makers globally say that their colleagues struggle “a great deal” or “somewhat” with engaging in clear and productive thinking.
  • 64% of those surveyed feel that they are reliant on practical or “survival” thinking and the ability to think quickly and multitask is “extremely” or “very important” – thus, resulting in a lack of innovative and actionable thinking that can impact advancements.

In tandem, most respondents feel the situation is not improving – projecting that their lives will not get any easier or any less stressful over the next several years.

The Power of Thinking

Across the globe, while broad segments of respondents said they are struggling to achieve better thinking today, respondents have positive associations with improved thinking and understand the benefits that come with unlocking higher-order thinking.

  • 65% of respondents believe that engaging in clear, deep, productive thinking will help them make better decisions.
  • 79% of those surveyed in the U.S. consider critical thinking “extreme” or “very important.”

Thinking Habits

While people recognize the power of improved thinking, productive thinking times vary greatly depending on the region, and don’t always align with the traditional “9-to-5” workday.

  • 37% of Americans surveyed and 24% of respondents in the UK prefer late nights or early mornings.
  • 25% of Japanese respondents favor mid-morning. On the other hand, 35% of Germans think more clearly in the evenings.

Across the board, those surveyed believe the #1 must-have for better thinking is a quiet environment – and respondents in the US, UK and Germany expressed noise-cancelling technologies are most valued to help with deeper thinking.

Better Thinking Empowered by Technology

Based on the research, evolutions in communication and collaboration technologies are considered as the most helpful features in promoting better thinking. In addition, learning how to use technology more purposefully – including setting some boundaries, limiting distractions and decreasing clutter of information – can help us build better thinking habits.

  • 66% of Business End Users surveyed are looking for information on how technology can help with clear, deep and productive thinking. They are also more willing than the general population to consider re-evaluating their relationship with technology. For example, many feel that simplifying tasks could help individuals achieve better thinking.
  • 40% of respondents in Germany would learn how to use technology more purposefully.
  • 39% of respondents in the U.S. would set boundaries around their technology usage. For example, setting time aside to play an instrument or exercise.

Overwhelmingly, IT Decision Makers surveyed feel optimistic about the technology their coworkers have access to and how it enables clear thinking for employees and organizations. Whether it’s crunch time to meet deadlines, a need for business minds to come together, or the opportunity to invent – more than 60% of those surveyed think that technology helps individuals engage in critical, reflective, collaborative, expansive/exploratory and/or new types of thinking.

Thinking for Humanity

Overall, respondents believe that improved thinking has the potential to leave long-lasting impacts. A majority of those surveyed agree that better thinking would increase our collective humanity and we would be closer to solving challenges facing humanity and society for future generations to come.

  • 62% in the US, 54% in the UK and 52% in Germany say that our society would be kinder if we engaged in more clear, deep and productive thinking.

The full Think Report can be viewed here.

Methodological Note

Fieldwork for this study was conducted via an online survey of 5,768 respondents from July 4 to 24, 2022. The survey sample was comprised of a combination of Gen Pop, BEUs 1, and ITDMs 2 from the markets of U.S., U.K., Germany, and Germany. The margin of error for individual market samples of Gen Pop respondents is +/- 3.

About Lenovo

Lenovo (HKSE: 992) (ADR: LNVGY) is a US$70 billion revenue global technology powerhouse, ranked #171 in the Fortune Global 500, employing 75,000 people around the world, and serving millions of customers every day in 180 markets. Focused on a bold vision to deliver smarter technology for all, Lenovo has built on its success as the world’s leading PC player by expanding into new growth areas of infrastructure, mobile, solutions and services. This transformation together with Lenovo’s world-changing innovation is building a more inclusive, trustworthy, and sustainable digital society for everyone, everywhere. To find out more visit https://www.lenovo.com, and read about the latest news via our StoryHub.

1 Gen Z / Millennials who use technology in their profession

2 IT Decision Makers

View source version on businesswire.com:https://www.businesswire.com/news/home/20221005005300/en/

CONTACT: Kayla Silverstein




SOURCE: Lenovo

Copyright Business Wire 2022.

PUB: 10/05/2022 08:00 AM/DISC: 10/05/2022 08:03 AM


Wed, 05 Oct 2022 00:10:00 -0500 en text/html https://www.eagletribune.com/region/lenovo-think-report-reveals-barriers-to-critical-thinking-and-how-technology-can-empower-progress-for/article_02212596-f9db-5475-9fc6-221500fc56e8.html
Killexams : Letter: More than just thinking about it

Published: 10/10/2022 7:00:33 AM

Modified: 10/10/2022 7:00:23 AM

In a exact televised interview regarding the top secret intelligence documents former President Donald Trump took home to Mar-a-Lago, Trump said, “If you’re the president of the United States, you can declassify just by saying it’s declassified, even by thinking about it.”

I’ll bet many Americans right now are thinking about the former president in an orange jumpsuit.

Herb Moyer


Sun, 09 Oct 2022 23:04:00 -0500 text/html https://www.concordmonitor.com/-48180043
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