Constitutional and administrative law professor Cass Sunstein believes that with a little intervention, we can all have the freedom to choose wisely. Over the years he has brought his insights of behavioral science into the realms of law, public policy, and regulation.
Computer scientist, mechanical engineer, and biophysicist Hugh Herr and his team create superior prosthetics that respond to subtle neural commands. A double amputee himself, Herr benefits from the improved functionality and fit while improving the lives and outlook of others around the world.
As CEO of The Girl Scouts, Frances Hesselbein transformed the organization from a venerable but relatively staid institution promoting civic and homemaking skills into a vibrant, diverse one that emphasizes leadership, science, technology, and math. Who does she credit with her inspiration? Peter Drucker.
Pope Francis’s efforts to transform the Catholic Church is a daunting task. He must simultaneously reengage a broad spectrum of believers and curb the power of an entrenched bureaucracy. In this article, examine the two step process that he has laid out to a maintain a sustainable transformation.
Ernesto Sirolli’s unusual insight into what successful entrepreneurs do well comes from more than 30 years of helping others start businesses that thrive. His most sage advice: shut up and listen.
Consultant, writer, and thinker Charles Landry has spent his life considering exactly what drives talented people to a particular city or region. As founder of Comedia, Landry works clients worldwide to identify and build support systems that are effective in attracting the best workers.
Tokyo-based business scholar Ikujiro Nonaka explores how consistently superior Japanese companies develop innovative products and services. Drawing from firms such as Toyota, Honda and Cannon, Nonaka-san finds that their success stems from their ability to harness the power of knowledge creation.
Is leadership an art or a science? The question has long been subject to debate. Which side you’re on probably determines whether or not you believe leadership can be taught. But for developing leaders who can respond to the challenges of today’s 24/7 business environment, perhaps the art-versus-science dichotomy is too theoretical to be of use.
In a conference room in Columbia, Md., 78-year-old Edith Seashore sits among 24 young men and women, about half of them U.S. Navy officers or civilian employees working for the Navy. The group, seated in a circle, has come together for a course called “Working with Differences.” Ostensibly focused on diversity, the session is really set up to teach people how to confront the unspoken conflicts, fears, and resentments that make life in organizations painful and unproductive. And as if on cue, right off the bat, two of the participants have gotten into a dispute.