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It involves being able to see the point of view of someone you usually consider to be part of an outgroup.
Research finds that being able to offer another point of view - especially if...
Both perspective-taking and perspective-giving are powerful tools to help negotiate differences, particularly between groups of different power dynamics.
Although similar, perspective-taking is not the same as empathy. Empathy falls short in trying to reduce polarization. In fact, empathy appeared to make things worse.
We tend to feel empathy more towards people like us, that we can relate to. If an outgroup attacks an ingroup, the empathic concern doesn't help.
When our curiosity is triggered, we are less likely to fall prey to confirmation bias (looking for information that supports our beliefs rather than for evidence suggesting we are ...
Encouraging people to be curious generates workplace improvements.
When we are curious, we view tough situations more creatively. Studies have found that curiosity is associated with less defensive reactions to stress and less aggressive reactions to provocation.
Curiosity encourages members of a group to put themselves in one another’s shoes and take an interest in one another’s ideas rather than focus only on their own perspective.
Thus, conflicts are less heated, and groups achieve better results.
Before you start risk management, it is important to identify the risks the company is exposed to.
Establish a catalogue of risks or a"risk register"
A risk can be defined as an effect of uncertainty on the objective. It is a different outcome from what you expected and can address, create or result in opportunities and threats.