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Neuroscience and leadership
Many of us are increasingly frustrated by the fact that today's problems were often caused by solutions that were provided yesterday – solutions which, with the benefit of hindsight, were patently inappropriate or inadequate. Mostly these are caused by people operating out of less than optimal worldviews coupled with a primarily ‘red zone’ area of brain control. In this article Douglas Long explores the issue of worldviews as developed by Clare Graves and couples this with some basic neuroleadership concepts

Great writing, unfiltered
Here's what used to happen: A publisher had a magazine, or a big pile of stamps and a mailing list. She'd hire a copywriter or a stable of them. Sometimes the combination worked out and end up with the New Yorker or LL Bean. But other times (most of the time) it's just a waste. Either the stuff that goes out is lousy or the great writers don't get heard. (More than 70,000 books got published in the US last year... how many have you read?)
Probably not stupid
Your difficult boss, customer, prospect, voter, student... probably not stupid, probably just uninformed. There's a huge difference.

Other worldviews Related Articles

Neuroscience and leadership
Many of us are increasingly frustrated by the fact that today's problems were often caused by solutions that were provided yesterday – solutions which, with the benefit of hindsight, were patently inappropriate or inadequate. Mostly these are caused by people operating out of less than optimal worldviews coupled with a primarily ‘red zone’ area of brain control. In this article Douglas Long explores the issue of worldviews as developed by Clare Graves and couples this with some basic neuroleadership concepts

Literacies of Global Leadership – The art of understanding and connecting
Organizations must deal with worldviews that make assumptions of how things area rather than how they should be (Sire, 1997, p 16). Beyond worldviews; complexities in geographical terrain, language, laws, and customs should all be considered. Understanding terrain aids in develop and look for opportunities for the organization to develop relationships and pursue knowledge which can translate into an impact within the marketplace (Black, Morrison, and Gregersen, 1999, p 51).
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