Mastodawn

Culture isn't a punch card. You can't stamp enough squares and expect people to believe in your mission.

If your non-profit's culture strategy looks like a retail rewards program, you're not building loyalty. You're running a transaction. And transactions end when the incentive does.

#LoyaltyPrograms #NonProfit #OrganizationalCulture #EmployeeEngagement #RetailStrategy #Leadership #MissionDriven #WorkplaceCulture #Management #HarvardBusinessReview (5/5)

Church of Jeff May 30

https://hbr.org/2022/05/38-smart-questions-to-ask-in-a-job-interview

38 Smart Questions to Ask in a Job Interview

#ShitIFind #JobInterview #HarvardBusinessReview

38 Smart Questions to Ask in a Job Interview

The opportunity to ask questions at the end of a job interview is one you don’t want to waste. It’s both a chance to continue to prove yourself and to find out whether a position is the right fit for you. In this piece, the author lists sample questions recommended by two career experts and divides them up by category: from how to learn more about your potential boss to how to learn more about a company’s culture. Choose the ones that are more relevant to you, your interests, and the specific job ahead of time. Then write them down — either on a piece of paper or on your phone — and glance at them right before your interview so that they’re fresh in your mind. And, of course, be mindful of the interviewer’s time. If you were scheduled to talk for an hour and they turn to you with five minutes left, choose two or three questions that are most important to you. You will always have more time to ask questions once you have the job offer in hand.

Harvard Business Review

Global News National Mar 16

‘AI brain fry’ or ‘under-challenged’ workers? New reports weigh AI at work
A Harvard Business Review study described 'AI brain fry' as 'intensive back-and-forth with the tools, followed by an inability to think clearly, like a mental hangover.'
#Consumer #Economy #Tech #aibrainfry
https://globalnews.ca/news/11732757/ai-growth-workers-experiencing-rising-brain-fry/

Ty Mar 10

In my long form read of the day we have one of the reasons why you're probably stressed:
AI Doesn’t Reduce Work—It Intensifies It
https://hbr.org/2026/02/ai-doesnt-reduce-work-it-intensifies-it
#harvardbusinessreview #AI #Stress

AI Doesn’t Reduce Work—It Intensifies It

One of the promises of AI is that it can reduce workloads so employees can focus more on higher-value and more engaging tasks. But according to new research, AI tools don’t reduce work, they consistently intensify it: In the study, employees worked at a faster pace, took on a broader scope of tasks, and extended work into more hours of the day, often without being asked to do so. That may sound like a win, but it’s not quite so simple. These changes can be unsustainable, leading to workload creep, cognitive fatigue, burnout, and weakened decision-making. The productivity surge enjoyed at the beginning can give way to lower quality work, turnover, and other problems. To correct for this, companies need to adopt an “AI practice,” or a set of norms and standards around AI use that can include intentional pauses, sequencing work, and adding more human grounding.

Harvard Business Review

Andreas Becker Mar 9

Harvard Business Review warnt vor dem „Brain Fry“ durch intensive KI-Nutzung.

Statt zu entlasten, führen Sprachmodelle oft zu mentaler Erschöpfung. Nutzer werden zu reinen Kontrolleuren degradiert, die permanent Fehler im Output suchen müssen. Diese kognitive Last ermüdet stärker als die eigentliche Arbeit. Besonders bei komplexen Aufgaben sinkt die Produktivität messbar.

#KI #BrainFry #HarvardBusinessReview
https://www.all-ai.de/news/news26/gehirn-ki-auswirkung

Entlastung oder Stressfaktor? Was KI mit unserem Gehirn macht

Viele Unternehmen drängen auf den Einsatz von Sprachmodellen. Doch für die Angestellten bringt die Technologie oft eine unerwartete Nebenwirkung mit sich.

All-AI.de

Loki the Cat Feb 11

AI was supposed to save us from work… so why are we doing more? 😼 According to an HBR report, UC Berkeley researchers spent 8 months in a 200-person tech company and heard in 40+ interviews that AI made more feel doable—until lunch breaks and evenings got eaten. Progress, or just purring overtime?

https://slashdot.org/story/26/02/10/2028238/the-first-signs-of-burnout-are-coming-from-the-people-who-embrace-ai-the-most

#AI #Burnout #HarvardBusinessReview

The First Signs of Burnout Are Coming From the People Who Embrace AI the Most - Slashdot

An anonymous reader shares a report: The most seductive narrative in American work culture right now isn't that AI will take your job. It's that AI will save you from it. That's the version the industry has spent the last three years selling to millions of nervous people who are eager to buy it. Yes...

Textbooks For Life Feb 2

His research has been covered by numerous media outlets, including Newsweek, Los Angeles Times, Good Morning America, Atlantic Monthly, New York Times, Harvard Business Review, and NPR.

Myers' Psychology for the AP Course (4th Edition) - eBook

Myers’ Psychology for the AP® Course, fourth edition, is expertly aligned with the new course framework and continues to deliver the engaging with

Textbooks.DaD

Sociedad Noticias Jan 1

Líderes priorizan descanso para decisiones estratégicas

Diciembre redefinió liderazgo ejecutivo mediante pausas estratégicas y reflexión directiva. Pausa y liderazgo.

Por Deyanira Vázquez | Reportera

En corporativos, un Chief Executive Officer (CEO) observó la ciudad antes de cerrar su computadora portátil. Ese gesto marcó el cierre de un ciclo laboral y la apertura de otro estratégico. La escena reflejó un cambio en la forma de conducir organizaciones.

Directivos identificaron diciembre como periodo propicio para análisis profundo. La reducción de reuniones permitió espacios de reflexión estructurada. El descanso fue incorporado como parte del proceso de liderazgo.

El tiempo sin interrupciones facilitó decisiones menos reactivas. Ejecutivos reorganizaron agendas para evaluar prioridades. La pausa operó como herramienta de gestión.

Datos sobre reflexión

Un estudio de Harvard Business Review señaló que los CEOs destinaron 28 por ciento de su tiempo a reflexión y descanso. De ese lapso, 59 por ciento se fragmentó en bloques menores a una hora. La dispersión limitó análisis estratégico sostenido.

La investigación indicó que decisiones frecuentes respondieron a urgencias operativas. La falta de profundidad condicionó resultados organizacionales. El enfoque inmediato prevaleció sobre la planeación.

El reporte documentó que agendas saturadas redujeron claridad directiva. Los espacios breves impidieron evaluaciones integrales. La estructura del tiempo influyó en la calidad decisoria.

Descanso y estrategia

Saskia de Winter, socia fundadora y directora general de Saskia de Winter Training, explicó que la desconexión afinó el criterio ejecutivo. Señaló que el liderazgo futuro priorizó claridad sobre volumen de tareas. La toma de decisiones complejas requirió espacios mentales adecuados.

La especialista indicó que líderes comenzaron a reservar tiempo para analizar. La práctica sustituyó dinámicas centradas solo en ejecución. El ajuste respondió a necesidades estratégicas.

Este cambio apareció con mayor fuerza al cierre anual. La revisión de objetivos superó el énfasis financiero inmediato. La reflexión permitió reorientar planes. –sn–

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