Ten Meters of Thinking is a visual/verbal experience where Paul Hughes draws as he speaks. Across ten meters of paper he reveals stories that are used to stimulate individual and organizational change. Storytelling is a timeless art that Paul applies in a timely manner.
The subject of this Ten Meters of Thinking is The ABC of Communication. Here Paul will remind the audience about the impact and reach of communication. We therefore all have a responsibility in how we communicate with others. Paul points out what it means to align our communication with our actions and vice versa. Thereby, he offers a practical model that shows the essence of successful communication can be as simple as A,B,C.
Klein shows how we as individuals benefit from altruistic behavior—and why our society cannot function without it. In an ever more interconnected world, generosity is the means to achieve personal and societal success. Doing unto others enhances our personal satisfaction, improves our health, and even raises our life expectancy. This talk establishes how natural evolution has hard wired humans to work for one another’s benefit – and how cultural evolution works for ever stronger norm of fairness and generosity. On a more practical side, neuroscience has recently demonstrated that altruism activates the same mechanisms in the brain as enjoying a sexual encounter or eating a chocolate bar – and the effects are longer lasting! By contrast, studies now lay to rest the notion that money buys happiness. The key to prolonging contentment in life, Klein shows persuasively, lies in helping others. On a more practical side, neuroscience has recently demonstrated that altruism activates the same mechanisms in the brain as enjoying a sexual encounter or eating a chocolate bar – and the effects are longer lasting! By contrast, studies now lay to rest the notion that money buys happiness. The key to prolonging contentment in life, Klein shows persuasively, lies in helping others.
As human beings we often forget to ask the big questions. Or we make them so big that they seem of little relevance to our daily lives. When we do ask a question about what we did that was meaningful that day, we may be pleasantly surprised.
Because to be human is to be in search of meaning. If we find our work meaningful this is a big, if not the single biggest, influence on our motivation at work. It has many positive effects for ourselves, our organisations and the communities in which they operate. It is linked to well-being, a sense of dignity, active engagement, creativity and our ability to make a difference.
It lifts us above the here and now and helps us ask “what really matters here”? When we do not find satisfactory answers to this question, or feel we can no longer act on what matters most, we disconnect from ourselves and from others.
So, how do we keep meaningfulness present, how do we make it relevant and understood by others? How do we do this as individuals, but also together, as teams, and as organisations when language of efficiency so often dominates?
In this presentation Marjolein provides a Map of Meaningful Work. It is simple but profound. It is based on solid research and age old concepts. People have found it easy to use. It speaks to you and helps you to understand what is meaningful for others. It does so in simple and direct language. You can speak about meaning in a practical, grounded, pro-active and professional manner rather than complaining “I don’t see the point of this” which often has little effect.
The goals and aspirations of explorers have always been all about being the first...In the 19th century Victorian age the foremost goals were such as finding the source of the River Nile and the scramble for Africa between the colonizers to capture at all cost the vast resources of the African continent.
By the turn of the 20th century explorers raced for the last uncharted areas: the race between Norwegian explorer Amundsen and British Naval Officer Scott to reach the South Pole, the effort by Hollywood filmmaker Paul Louis Hoefler to be the first to drive coast to coast across the African continent and the chase between the Swiss and the Brits to be first to get to the top of Mount Everest. Until today the charge continues as a new age of explorers attempts to be the first. With little unknown areas left to explore, expeditions have become a pure challenge of the physical constitution, the mental state or the gear - solo, self powered and during the wrong season. The performers refer to themsleves as
athletes. In other cases they turn into bizarre endeavours - the first to row backwards across the oceans, or the first hairdressers to reach the summit of Mount Everest using only the support of a solar powered blowdryer. But what does being first and winning the prize in exploration really amount to?
The world is facing many problems, such as economic crises, political instability, environmental degradation, climate change, terrorism, growing inequality, and a breakdown in the fabric of society. People see little progress in addressing these problems. Pessimism and cynicism are widespread.
But these problems are all man-made, and they could all be addressed if people could work together effectively. The real problem, then, is obstacles within us – obstacles that prevent cooperation.
What are these obstacles? Most people would say it is human nature to be competitive and selfish, and therefore discussion of the need for cooperation is simply unrealistic.
But there is strong evidence that this is a misperception of human nature and thus a false assumption. We live in a world in which 90 million people watch a YouTube video about human rights abuses in Uganda, and a world in which many millions contribute their hard-earned knowledge for free to build Wikipedia. It is a world in which people are deeply interested in each other’s stories and sufferings, are compassionate, generous, curious, and often selfless. This is a different, more positive and important reality in the world around us – one that is generally overlooked.
Our social and political structures, laws, economic systems, and cultures are premised on a negative view of human nature that assumes and encourages competitive behavior. By learning to see the positive reality around us, and encouraging others to see and build upon it, we can help people to learn from the crises our present society is creating and contribute to building a new society based on cooperation and mutual help.
Our reproductive and technological success as a species has transformed the conditions of our own existence. The defining characteristic of the age we now live in is global interdependence. Within this context, the prevailing culture of contest is proving unjust and unsustainable. In order to move beyond this culture of contest we need to debunk the myths that perpetuate it. Then we need to exercise constructive agency on three fronts: the education and empowerment of individuals, the construction of radically new institutional forms, and the development of organic modes of community life. But this constructive agency will only be effective if it is informed by a culture of purposeful and systematic learning on each of these fronts.
Becoming a values-based leader is a story about personal growth and learning through action. The story tells about power of values in social transformation and cultural change. It demonstrates results of careful studying and personal mastery, practicing values every day, accompanying and consultation, reflection and knowledge sharing through world-wide networks. And it shows how all of this can bring results within weeks in right kind of environment. It paves a path to influence the world in a positive way through values-based actions at the workplace.
oscar's idea worth spreading embraces the idea of transforming companies into communities which opens up new capacities for cooperation and reciprocity in business. Placing the idea of service at the center, a dynamic framework is created, which allows creativity to flow and people to develop on all levels of their being while contributing to a an ever-advancing civilization.
Why do new things seem to happen everywhere—but not in the political life of the European Union? Why does the EU resemble a bureaucratic blackbox, and life outside of it a bustling paintbox? Why are ideas not brought to power? Far away from the decision-making world, Europeans show leadership, talent, and creativity. Every day, thousands of us leave their comfort zones, master complexity, and embrace the future: in orchestra music or organic agriculture, in protest movements and evening schools, in physics and psychology, in think tanks and in companies. To nurture our commonwealth and our social peace, to create a good future, we don’t lack leadership—we rather lack a relationship: between the world of great ideas, and the world of great decisions.
While GDP became during the past century a recognized measure for a countries well-being, recent years have demonstrated that the level of true happiness in a country disconnects from its economic development – having reached a certain minimum threshold. Long before research has confirmed this fact by empiric science, the King of Bhutan has concentrated the entire political focus of the country on a measure called “Gross National Happiness” (GNH). While this model has entered global political discussion in recent years, it has not yet managed to enter the economic world. The concept of “Gross Corporate Happiness” (GCH) is an attempt to transfer the Bhutan model into the corporate world, where the true idea of man has yet been completely ignored in traditional economic teachings. In a world where material Economic Growth is reaching the limits of the planet and motivation of employees through material benefits has lead to a wide frustration of individuals with work life, this concept of “GCH” intends to offer alternative roadway to human development