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If your organization fails to invest in socially responsible measures, or even if anything about your business - such as a faked viral marketing campaign - is perceived to be phony, you will be found out. You will be tweeted about, and a Facebook Causes group will be created against you. As many corporate casualties have discovered, the result of such a campaign can be catastrophic to your firm's reputation and ultimately to its bottom line. Therefore, to avoid a public relations or financial disaster, integrity needs to be part of the DNA of every organization - not just to secure a healthy business environment, but for the organization's own sustainability and competitive advantage. It's worth noting here that I believe the word "integrity" is preferable to the expression "corporate social responsibility," as the latter puts too much emphasis on the notion that corporations should do "good" in the world and be "good" citizens out of some moral or ethical imperative. Of course, that is absolutely true. But what's new - and what organizations need to focus on - is the idea of integrity, as driven by transparency. Without it you cannot build trust, and trust is essential for competitiveness in this new environment. To put it bluntly, regardless of the moral arguments, there are now some hard, bottom-line business reasons for baking integrity into every company.

"The theory of motivated reasoning builds on a key insight of modern neuroscience (PDF): Reasoning is actually suffused with emotion (or what researchers often call "affect"). Not only are the two inseparable, but our positive or negative feelings about people, things, and ideas arise much more rapidly than our conscious thoughts, in a matter of milliseconds-fast enough to detect with an EEG device, but long before we're aware of it. That shouldn't be surprising: Evolution required us to react very quickly to stimuli in our environment. It's a "basic human survival skill," explains political scientist Arthur Lupia of the University of Michigan. We push threatening information away; we pull friendly information close. We apply fight-or-flight reflexes not only to predators, but to data itself. We apply fight-or-flight reflexes not only to predators, but to data itself. We're not driven only by emotions, of course-we also reason, deliberate. But reasoning comes later, works slower-and even then, it doesn't take place in an emotional vacuum. Rather, our quick-fire emotions can set us on a course of thinking that's highly biased, especially on topics we care a great deal about."

Gartner's predictions include a very interesting statement, that "by 2013, 15% of BI deployments will combine BI, collaboration and social software into decision-making environments." What this means is that social media is starting to be integrated tightly with hard-core business intelligence functions in support of decision making. 

Information Technology (IT) consultants experience less stress when they carry out assignments in a working environment that motivates them. It also helps IT consultants experience less stress if they are able to manage their own work and if the demands placed on them in their work are reasonable. This is revealed in a psychology thesis from Gothenburg University, Sweden.

Surprisingly, a study of deception in e-mails versus phone calls found that people were more honest in e-mails because they can be documented, saved and aren't real-time communication scenarios, which is when most people drop white lies. Technology isn't the gateway to rampant deception; instead, Toma and Hancock both suspect that our distrust of communication technology is more likely rooted in our fear of it. "We've evolved as a species that talks face to face, and evolution is a slow process, and we're interacting in a new environment where our basic assumptions are undercut," Hancock said. So, in a way, it's natural to expect people to lie more online. "Every time a technology is new, it elicits great fears. Many people are fearful about what it's going to do," Toma said. "So I think fears about deception stem from this general fear of technology and certain features of technologies that make it easy to lie."

The same surveys that show CEOs' ideas of successful business strategies also show that they view the environment of the business, not the business itself, as the source of the greatest business risk - because it keeps changing faster and faster. As it does, customer needs and wants will inevitably do so as well, and probably faster and faster. Your business intelligence that analyzes these needs and wants must be open to the customer's indication of those changes - which often show up as information in an Other Category. And if you want to hug the customer closer, you need to ensure that the customer's changes result in the customer finding you to be an even better fit for purpose, and thus hugging you better. To do this, pick business intelligence solutions that will continue to handle the Other Categories of the future. Your customers may well hug you for it.

"The researchers were trying to find out what effect exposure to such rudeness had on public perceptions of nanotech risks. They found that it wasn't a good one. Rather, it polarized the audience: Those who already thought nanorisks were low tended to become more sure of themselves when exposed to name-calling, while those who thought nanorisks are high were more likely to move in their own favored direction. In other words, it appeared that pushing people's emotional buttons, through derogatory comments, made them double down on their preexisting beliefs."

The principles of sustainability need not be at odds with a classic education in business, since environmental and poverty issues likely will be among the biggest challenges for tomorrow's leaders of industry, according to published research from a University of Illinois expert in poverty and subsistence marketplace behaviors.

Research being carried out at Carlos III University of Madrid analyzes the key factors in climate change and the risks to public policies that it implies. This study approaches the issue from the perspective of Sociology, Economics and Law.

We spend a large percentage of our lives at the office, engaged in the drudgery of work. Although we obsess over the medical benefits of various leisure activities - should I do yoga? take long walks? not watch television? - the amount of time we might spend in downward facing dog pose pales in comparison to the amount of time we spend seated in our chair, staring at the computer screen, surrounded by co-workers. A new study led by Arie Shirom at Tel Aviv University reveals the powerful impact of the workplace on longevity. The researchers tracked 820 adults for twenty years, starting with a routine health examination in 1988. The subjects worked in various professions, from finance to manufacturing to health care. They were interviewed repeatedly about conditions at their workplace, from the behavior of the boss to the niceness of their colleagues. Over the ensuing decades, their health was closely monitored, allowing the scientists to control for various medical conditions, such as high blood pressure, smoking and depression.