By Charles Fishman, Brian Grazer
From Academy Award–nominated manufacturer Brian Grazer and acclaimed enterprise journalist Charles Fishman comes a brilliantly exciting peek into the weekly “curiosity conversations” that experience encouraged Grazer to create a few of America’s favourite and iconic videos and tv shows—from 24 to a gorgeous Mind.
For a long time, movie and television manufacturer Brian Grazer has scheduled a weekly “curiosity conversation” with an complete stranger. From scientists to spies, and adventurers to enterprise leaders, Grazer has met with an individual keen to respond to his questions for a couple of hours. those casual discussions sparked the inventive idea at the back of lots of Grazer’s video clips and television indicates, together with Splash, 24, a stunning brain, Apollo thirteen, Arrested improvement, eight Mile, J. Edgar, and lots of others.
A Curious brain is a brilliantly exciting, interesting, and encouraging homage to the facility of inquisitiveness and the ways that it deepens and improves us. even if you’re trying to enhance your administration variety at paintings otherwise you are looking to develop into a greater romantic associate, this book—and its classes at the strength of curiosity—can switch your existence.
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Firms are dealing with an engagement challenge. Regardless in the event that they are clients, staff, sufferers, scholars, voters, stakeholders, businesses fight to meaningfully interact their key constituent teams who've a invaluable and restricted source: their time.
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We are heading for the inevitable fall. Too many agencies were ended in think that gamification is a magic elixir for indoctrinating the loads and manipulating them to do their bidding.
These companies are mistaking humans for puppets, and those transparently cynical efforts are doomed to fail.
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Additional info for A Curious Mind: The Secret to a Bigger Life
Not summer’s bloom lies ahead of us . . but rather a polar night of icy darkness and hardness” (cited in Lindholm, 1990, p. 27). 6 The New Psychology of Leadership As Weber saw it, only charismatic prophets could save society from this form of soul-destroying bureaucratic leadership. In the 1920s and 1930s this was a view that resonated with many ordinary Germans who hoped for the appearance of a charismatic Bismarck-like saviour who might take them from economic gloom and social breakdown into sunnier terrain (see Frankel, 2005).
In part this is because Weber’s writings on charisma were themselves inconsistent: sometimes treating it as an attribution to leaders and sometimes as an attribute of leaders (Iordachi, 2004; Loewenstein, 1966). In line with the latter reading, contemporary references to charisma tend to regard it as characteristic of the person rather than something that is endowed by others. That is, leaders are seen to be eﬀective because they have the charisma (or the charismatic personality) that allows them to articulate a vision for a given group of followers and to generate enthusiasm for that vision.
To argue that context and audience play some part in determining who succeeds as a leader is to place constraints on the role of the leader in shaping the world and those within it. Arguably, this process has been taken too far. The ﬁgure of the leader as superman may rightly have been usurped, but is it right to replace it with a picture in which the leader is, at worst, a mere cipher, and, at best, little more than a book-keeper? The danger is that we will lose those aspects of leadership that make it so fascinating and so important in the ﬁrst place: the creativity of leaders, their ability to shape our imaginations and guide us towards new goals, their role in producing social change—and, occasionally, social progress.