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In This Issue Think Differently: How can organizations prepare change leaders for VUCA (volatility, uncertainty, complexity and ambiguity)? Community Buzz - The power of being mindful in the workplace - Talent Management: Looking beyond the resume MSLOC Community Snapshots - People on the Move

In This Issue Think Differently: How can organizations prepare change leaders for VUCA (volatility, uncertainty, complexity and ambiguity)? Community Buzz - The power of being mindful in the workplace - Talent Management: Looking beyond the resume MSLOC Community Snapshots - People on the Move

Authored by Maria Popova February 13, 2014 Shared by Claudia Richman, MSLOC Student In recent years, one of the most persistent pop-psychology claims has been the myth of the "10,000-hour rule" - the idea that this is the amount of time one must invest in practice in order to reach meaningful success in any field. But in Focus: The Hidden Driver of Excellence (public library), celebrated psychologist and journalist Daniel Goleman, best-known for his influential 1995 book Emotional Intelligence, debunks the 10,000-hour mythology to reveal the more complex truth beneath the popular rule of thumb:

March 2, 2014 Shared by Keeley Sorokti, MSLOC alumna "Over the last few years, there has been an enormous amount of industry discussion about how the digital world is changing the way we work. To any reasonable observer, the ways that we communicate, interact, and collaborate with each other are all in the midst of profound change. At least the why seems fairly clear. At at high level, there appear to be three major root causes for why collaboration - the very core of how people come together and function as a business - is in the midst of reinvention: Hierarchical management styles break down in the face of the inherent complexity and scale of the modern business environment. New digital tools have put us in constant and direct contact with nearly every person in the developed world at virtually no cost or effort. Thus businesses are now primarily subject to the power laws of networks, rather than the legacy rules of business. There has been a sustained shift in the power of creation, as the edges of our organizations and marketplaces now have readily in hand as much - and often more - productive power and reach than our institutions. The obvious cause is today's pervasive global platforms for self-expression (yes, by this I largely mean social media, but also all forms of digital connectedness.)"