Part 1 delving deeper (2)
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This very short document appears to be the beginning of a longer piece discussing neuropsychology and behavior. It introduces the topic and provides a title of "The Why" and section numbering but no other content.
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Neuroscience 2
The document discusses different parts of the brain and how they relate to human behavior and finding meaning. It explains that beyond the crocodile brain's focus on attention and needs, the midbrain helps determine the meaning of things and social situations by filtering what is personally important. It emphasizes that finding meaning is a driver for all people regardless of their background, and that having a strong sense of purpose or mission is a trait shared by outstanding individuals.
The research
The document summarizes an experiment conducted by engineer Peter Skillman called the Spaghetti Exercise. He assembled groups of 4 individuals from different backgrounds - business students, lawyers, CEOs, and kindergartners - to complete the task of balancing and stacking spaghetti towers. The results showed that kindergartners performed best by building a 26 inch tower, while business students performed worst with only a 10 inch tower. The document then analyzes and compares the process and strategies used by the highest and lowest performing groups.
Seminar Intro
This document outlines safety considerations and expectations for an interactive professional development seminar focused on building high-performance teams. The seminar will use an engaged learning approach with simple concepts delivered through discussion and activities, aiming for outcomes over passive knowledge retention. Participants should expect to discuss real-world workplace examples and be prepared to reflect on their own beliefs and leadership approaches. The seminar experience will include live discussions, breakout groups, and music cues to enhance an interactive experience.
Intro
This document outlines safety considerations and expectations for an interactive professional development seminar focused on building high-performance teams. The seminar will use an engaged learning approach with simple concepts delivered through discussion and activities, aiming for outcomes over passive knowledge retention. Participants should expect to discuss topics like organizational culture and performance, and be prepared to reflect on their own beliefs and leadership approaches. The seminar experience will include live discussions, breakout groups, and music cues to enhance an interactive experience.
Intro
This document provides information about a seminar being conducted by Growth Development. It begins by stating that Growth Development replaces passive learning models with small group based learning underpinned by modern learning philosophy to focus on outcomes. The seminar is described as providing an inspired, implementation-centered experience. Logistical details are then provided about facilities, safety procedures, and standards. The document pledges that Growth Development is committed to supporting organizations in building high performance teams through simple, lightbulb concepts delivered in an engaged learning environment. Attendees are asked to focus on building a high performing culture rather than just learning theories. The outcomes of the seminar are then listed.
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Neuroscience 2
The document discusses different parts of the brain and how they relate to human behavior and finding meaning. It explains that beyond the crocodile brain's focus on attention and needs, the midbrain helps determine the meaning of things and social situations by filtering what is personally important. It emphasizes that finding meaning is a driver for all people regardless of their background, and that having a strong sense of purpose or mission is a trait shared by outstanding individuals.
The research
The document summarizes an experiment conducted by engineer Peter Skillman called the Spaghetti Exercise. He assembled groups of 4 individuals from different backgrounds - business students, lawyers, CEOs, and kindergartners - to complete the task of balancing and stacking spaghetti towers. The results showed that kindergartners performed best by building a 26 inch tower, while business students performed worst with only a 10 inch tower. The document then analyzes and compares the process and strategies used by the highest and lowest performing groups.
Seminar Intro
This document outlines safety considerations and expectations for an interactive professional development seminar focused on building high-performance teams. The seminar will use an engaged learning approach with simple concepts delivered through discussion and activities, aiming for outcomes over passive knowledge retention. Participants should expect to discuss real-world workplace examples and be prepared to reflect on their own beliefs and leadership approaches. The seminar experience will include live discussions, breakout groups, and music cues to enhance an interactive experience.
Intro
This document outlines safety considerations and expectations for an interactive professional development seminar focused on building high-performance teams. The seminar will use an engaged learning approach with simple concepts delivered through discussion and activities, aiming for outcomes over passive knowledge retention. Participants should expect to discuss topics like organizational culture and performance, and be prepared to reflect on their own beliefs and leadership approaches. The seminar experience will include live discussions, breakout groups, and music cues to enhance an interactive experience.
Intro
This document provides information about a seminar being conducted by Growth Development. It begins by stating that Growth Development replaces passive learning models with small group based learning underpinned by modern learning philosophy to focus on outcomes. The seminar is described as providing an inspired, implementation-centered experience. Logistical details are then provided about facilities, safety procedures, and standards. The document pledges that Growth Development is committed to supporting organizations in building high performance teams through simple, lightbulb concepts delivered in an engaged learning environment. Attendees are asked to focus on building a high performing culture rather than just learning theories. The outcomes of the seminar are then listed.
Values beliefs
Values are shaped by underlying beliefs, so changing one's beliefs can alter what one values. Entering a serious relationship exposes two people to differing cultural beliefs, which may influence each other over time and thereby change what each values as the relationship grows. Our beliefs dictate how we see the world and what is important to us.
The power of belief
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Having a growth mindset helps develop resilience and innovation when facing pressure. A growth mindset involves shifting one's perspective to see challenges as opportunities to learn and improve, which generates excitement and focuses one on controlling what they can rather than feeling threatened. This mindset change is simple but powerful in helping people perform under pressure by facing it head on rather than being defined by the situation.
The art of possibility part 2 resilience & innovation
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The document introduces neuropsychology and trust as topics of discussion. It references studies on high-performing groups that found leaders who are willing to admit mistakes build trust within their teams. It also mentions social researcher Brene Brown and her work on vulnerability in organizations. Brown's book "Dare to Lead" argues that cultivating an environment of safety, courage and vulnerability is necessary for high performance.
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Values beliefs
Values are shaped by underlying beliefs, so changing one's beliefs can alter what one values. Entering a serious relationship exposes two people to differing cultural beliefs, which may influence each other over time and thereby change what each values as the relationship grows. Our beliefs dictate how we see the world and what is important to us.
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This document discusses growth mindset and its connection to resilience and innovation. It prompts the reader to do a drawing exercise to reflect on their mindset and whether they think they can draw or not. After the exercise, the document explores how mindset applies and what was learned from the drawing task.
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Having a growth mindset helps develop resilience and innovation when facing pressure. A growth mindset involves shifting one's perspective to see challenges as opportunities to learn and improve, which generates excitement and focuses one on controlling what they can rather than feeling threatened. This mindset change is simple but powerful in helping people perform under pressure by facing it head on rather than being defined by the situation.
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Having a growth mindset and focusing on resilience and innovation can help one perform under pressure. The literature shows that a simple mindset change to shift one's perspective is a powerful way to face pressure head on. This involves generating excitement about the opportunity, downplaying the pressure by comparison to less important things, and focusing on what you can control to think creatively and innovate solutions.
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There are several types of snow depending on temperature and moisture levels during formation. Snow can form as small round balls called snow grains at very cold temperatures near or below freezing. When temperatures are closer to freezing, snow forms as flat plates called snowflakes due to moisture allowing for branching structures as it falls. Under certain circumstances, snow may fall in large, dense clumps or flakes called snow pellets or graupel due to melting and refreezing while falling through varying temperature layers in the atmosphere.
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Personality is defined as characteristic behaviors, thoughts, and emotions that develop from biological and environmental factors, though there is no single agreed upon definition. Most theories focus on motivation and how people psychologically interact with their environment. Personality traits influence how people think, feel, and act.
Part 2 neuropsychology and trust
This document introduces perspectives on neuropsychology and trust. It discusses how making leaders vulnerable first is crucial for high-performing teams, citing a study of successful groups. Quoting that "I screwed that up" are important words for leaders to say. It also mentions social researcher Brene Brown's work on vulnerability in organizations and her book introducing how achieving high performance requires constant attention to safety, courage and vulnerability.
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This document introduces perspectives on neuropsychology and trust. It discusses how Daniel Cole's research on highly successful groups found that leaders allowing vulnerability is crucial for high performing teams. Brene Brown is a social researcher known for her work on vulnerability in organizational settings. Her book "Dare to Lead" argues that achieving high performance cultures requires constant attention to creating an environment of safety, courage and vulnerability.
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Part 1 delving deeper (2)
- 1. THE WHY 01 NEURO- PSYCHOLOGY & BEHAVIOUR 02