Catalyst Consulting Team is a Silicon Valley-based global firm that enables organizations to “break the mold” through innovative programs that challenge individuals and teams to learn new ways of working together. We offer strategic-alignment services that focus on vision and values, strategy and leadership.
In a business world dominated by management fads and . . . → Read More: Welcome to Catalyst Consulting
Jon Kabat-Zinn pioneered the practices of mindfulness from Buddhism to the broader community. His contribution to stress reduction and more broadly to everyday Full Catastrophe Living. See the article on Jon at the Harvard Magazine: http://harvardmagazine.com/2013/10/a-classroom-in-the-now
You can listen to Barrett talk about playing jazz improv and how it relates to leadership at http://hbr.org/product/yes-to-the-mess-surprising-leadership-lessons-from/an/10225-HBK-ENG
For his book, go to HBR interview Yes to the Mess: Surprising Leadership Lessons from Jazz – Harvard Business Review.
It seems obvious that teams need both strategy and execution; however, the application of both is often rare. It requires a team that appreciates a diversity of styles for analysis and action. Teams need to integrate thinking, acting, reflecting, iterating, studying, learning and adapting. From Strategy + Business: Strategy or Execution: Which Is More . . . → Read More: Strategy or Execution: Which Is More Important?
Frank J. Barrett played with the Tommy Dorsey Orchestra and now teaches at the Naval Postgraduate School. In his new book, Yes to the Mess: Surprising Leadership Lessons from Jazz, Barrett draws analogies between playing jazz to challenges leaders face in companies. He discusses how in jazz players always need to adapt to changes . . . → Read More: Leadership Lessons From Jazz – Yes To the Mess
Daniel Kahneman taught flight instructors in the Israeli Air Force that rewards for improved performance work better than punishment of mistakes. The more experienced flight instructors were not convinced. Their experience told them that screaming in the earphone of a cadet for bad execution led to better attempts the next time. In Thinking Fast . . . → Read More: Thinking Fast and Slow by Daniel Kahneman
Samuel J. Palmisano, chief executive of IBM, made bold moves over a five-year road map by asking some essential questions: Why would somebody work for you? Why would someone spend their money with you—what is unique about you? Why would society allow you to operate in their defined geography—their country? Why would somebody invest their . . . → Read More: How Change is Made at IBM