Most memorable moment in the classroom, or in general, as a professor: I developed an app called Candor that helps groups give candid feedback and brainstorm more effectively. The first time a student recommended I use Candor (not knowing it was my creation), was a memorable moment.
“ In recent experiments by Northwestern University psychologists Brian Lucas and Loran Nordgren, the initial ideas people generated were the most conventional. Once they had thought of those, they were free to start dreaming up more-unusual possibilities. Their first 20 ideas were significantly less original than their next 15.”
“ Simply put, leaders need get outside of their own heads – to place less emphasis, not more, on their own past challenges. To bridge the empathy gap, leaders may be best served by focusing on how upset the other person seems to be, or to remind themselves that many others struggle with the same challenge.”
by Rachel Ruttan, Mary-Hunter McDonnell, and Loran Nordgren
“ …creative ideas take time. They are often generated after an initial period of thinking deeply about the problem, considering different ways to frame the problem, and exploring different possible solution paths. Consider that Sir James Dyson developed over 5,000 prototypes before he patented his best-selling Dyson vacuum cleaner. Or that Walt Disney animated cartoons for nearly two decades before his first big hit, ‘Snow White and the Seven Dwarves.’”
“In the first part of this four-part video series, Loran Nordgren, an associate professor at Northwestern University Kellogg School of Management, tells Amy D'Onofrio, enterprise strategy practice coordinator at Booz & Company, that taking a break and distracting the mind can lead to higher-quality decision making.”
“I see myself as promoter of the process as opposed to the product. I teach the technique to MBA students and to companies, and the way I was doing this was with note cards. It occurred to me that that carries a lot of limitations. This app shapes how you gather the input. You can it make it easier to arrange and re-arrange ideas to see them visually, and it makes it easier to vote. It also allows for people to participate who are remote or don’t have time when these things happen face-to-face.”
“The United States has also been historically inconsistent on this issue. Although the use of waterboarding was widespread in the aftermath of 9/11, in the aftermath of World War II the United States not only condemned but prosecuted and convicted a number of Japanese troops and officials for subjecting United States troops to waterboarding.”
“The study, conducted at Northwestern University’s Kellogg School of Management, suggested that listening to certain kinds of music in the office actually makes people want to work harder and take more control.”
“Nordgren led a study on the power of music. They narrowed the top three most powerful tunes to ‘We Will Rock You' by Queen, ‘Get Ready For This' by 2 Unlimited, and ‘In Da Club' by 50 Cent.”
“Early ideas tend to have disproportionate influence over the rest of the conversation. They establish the kinds of norms, or cement the idea of what are appropriate examples or potential solutions for the problem.”
“People hardly ever get their best ideas at their desks, and yet that’s where most professionals spend most of the day. If it’s not the desk, it’s a conference table, and hardly anyone gets their best ideas there either.”
“Tired of ineffective meetings with loud, pushy talkers stealing the spotlight from introverts? The free app Candor evens the playing field and saves time by helping groups collaborate, brainstorm and collectively make decisions.”
"Hierarchy—structurally and as a cultural value—can both help and hurt team performance," the authors write. On the one hand, clearly defined roles and coordination can help teams work together efficiently. On the other, lower-ranking team members may feel uncomfortable speaking up, even when facing life-threatening conditions.
"Hierarchy—structurally and as a cultural value—can both help and hurt team performance," the authors write. On the one hand, clearly defined roles and coordination can help teams work together efficiently. On the other, lower-ranking team members may feel uncomfortable speaking up, even when facing life-threatening conditions.
