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Having too many insignificant issues is significant
The Nation
In today's complex organizations and operations, people do not have enough time to focus on small matters and tend to pay attention to the high-impact ones. But by leaving small matters unattended for a long time, companies risk creating a big problem that consists of too many small ones.
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How to break up with your mentor
Fast Company
Breakups are hard. They can be unpleasant and awkward, which is why some of us stay in relationships longer than we should. The same can be said for mentoring relationships.
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How companies track their best people without becoming Big Brother
The Next Web
Privacy is a huge buzzword in today's digitally connected world. Companies are trying to strike a balance between transparent organizational structures that encourage collaboration and innovation, and respecting the privacy and boundaries of workers. These companies are walking a tightrope, and they're often falling down.
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The hidden enemy of productive conversations
Harvard Business Review
We have our work cut out for us when it comes to navigating complex problems, in large part because we are hard-wired to seek certainty as quickly as possible. The research of decision scientists reveals that our best strategy for tackling these problems is to harness cognitive diversity, because groups do better than individuals, including those with the highest IQs.
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Technology changes everything
C4LPT
New technology brings new potential, so using it to replicate old practices — even "on steroids" — adds very little to the old experience and more often than not, leads to ineffective practice. The Web opened up new opportunities, but e-learning has largely ended up as being the delivery of screens full of training content.
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The science of brainstorming
Fast Company
Where do great ideas come from, and how can you generate more of them? You've tried all the recommendations, from waking up early to writing by hand. Maybe your company has even hired a consultant to help employees generate new ideas, all in pursuit of that elusive eureka moment, the light bulb, the bolt of inspiration that leads to the next big thing. But research continues to show that our hunt for the eureka moment may be in vain.
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ISPI Performance Digest
Colby Horton, Executive Vice President of Publishing, 469.420.2601
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Valerie Hunt, Senior Content Editor, 469.420.2690   
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Disclaimer: The articles that appear in Performance Digest are chosen from a variety of sources to reflect media coverage regarding human and organizational performance improvement. An article's inclusion in Performance Digest does not imply that the International Society for Performance Improvement (ISPI) endorses, supports, or verifies its contents or expressed opinions. Factual errors are the responsibility of the listed publication.

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