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DC10plus Network Response to the interim Digital Britain Report

So when someone behaves in a way that you find hurtful or offensive, see it for what it is: a huge whopping statement about how they feel about themselves. We all come across people in life with a strong need to prove their superiority - whether intellectual, moral, societal, financial or otherwise.

We're a herdlike species, more likely to be obese if our peers are.

Cialdini says brain imaging shows that when we think we're out of step with our peers, the part of our brain that registers pain shifts into overdrive. "It's an incredibly powerful spur to action,

Obama's push to weatherize millions of homes — another stimulus bonanza — will require new norms. In Oregon, a countywide program to upgrade windows and insulation at almost no cost to homeowners got a tepid response. But after an intense mobilization campaign — through citizen councils, churches and Girl Scouts who went door-to-door asking residents why they hadn't weatherized yet — 85% of the county enrolled. "What worked was creating a sense that we're all in this together and you're a social deviant if you don't join us,"

"In this scrambled up world of work there are no rules and few walls. And that means the key to business success is totally up for negotiation. It’s time to rethink the best skills to have in any executive or entrepreneur’s toolbox. Forget an MBA from a flash business school, a talent for spreadsheets, or an aptitude for social networking. Think Juggle!"

"Businesses built to operate in the Networked World are as different from the Industrial Age models as a computer is from a multi-plane camera. Networked organizations are more biological than industrial. They resemble their employees more than their employees resemble them. They are highly adaptive, mobile, open, sensitive to their environment, and ultra-responsive. They continuously evolve, nurtured by a steady stream of intelligent input from inside and outside the organization. In a networked organization, where good ideas originate is not half as important as how–-and how frequently—those good ideas become reality. Good managers don’t try to control their brand’s narrative but, rather, to foster an environment in which it can be liberated, expanded and unleashed across networks. The emphasis is not on following a script, but on improvisation."

The Implicit PrejudiceMahzarin Banaji can show how we connect "good" and "bad" with biased attitudes we hold, even if we say we don't. Especially when we say we don't

In one video clip, a team passed around a basketball. Of the 45 executives watching, just one noticed the woman who walked slowly right through the game, carrying an open white umbrella. After a few more examples, Banaji had convinced the audience that these kinds of mistakes in perception, or "mind bugs," operate all the time, especially in our unconscious responses to other people.