Many of us are enjoying watching the Winter Olympics, cheering on athletes, witnessing the human drama of endurance, winning and defeat. And many of us are disturbed at the disjunction of human rights and sports in Sochi. Craig and Mark Kielburger of Free the Children and Me to We asked both experts and readers in a recent Globe and Mail column to respond to the question, “How do we enjoy the Olympic Winter Games without ignoring human rights issues ?”
You may have noticed a recent proliferation of media attention to the benefits of mindfulness. As a decades-long meditation and mindfulness practitioner, I’m glad to see all this good press. Indeed, Huffington Post names mindfulness as a top trend for 2014.
If Mindfulness is the solution, what’s the problem?
If you’re going to commit time to develop a skill like mindfulness, you need to know not just the general benefits, but which of your specific challenges it will help with.
Like many others, I have been reflecting on the life and global contribution of Nelson Mandela. What struck me most was how over the course of his life he embraced paradox. He experienced the suffering of 21 years of imprisonment, yet learned to forgive. He started as a freedom fighter, “the spear of the nation” for his people, yet followed a path of peace and reconciliation.
As leaders, many of us find ourselves ‘on the horns of a dilemma’,
When you think about the successful change efforts you’ve seen, either at work or in your personal life, have they been heroically directed or skilfully facilitated? I thought of this when reading a recent Globe and Mail article. George Edwards, a leading political scientist at Texas A&M University, asserts that part of the reason for Barack Obama’s current ‘lame duck status’ is an attempt to heroically direct change by using his personal intellect and charisma to sway public opinion and reshape the political landscape.
Ask 12 people what’s going on during change and you’ll get a dozen different answers. Researchers know that change within a dynamic human system – our workplaces – is volatile, uncertain, complex and ambiguous; ” VUCA”!
Faced with charged words like “volatile” many project managers hunker down and pay close attention to the concreteness of their deliverables. Anything that can’t be scoped out and assigned, is best ignored. They assume that, with good control mechanisms and good people in place,