Stress Can Be Good

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Researchers visited “an investment bank, at the height of the financial crisis in 2008. They split around 400 bankers into three groups. The first watched a video that reinforced notions of stress as toxic, the second watched one highlighting that stress could enhance performance and the third watched no clip at all. A week later the second group reported greater focus, higher engagement and fewer health problems than before; the other two groups reported no changes.”

One of the researchers says, “Google images of stress and you’ll see a guy with his head on fire. We’ve internalised that idea.”

“He instead compares stress to going to the gym. You only get stronger if you push yourself beyond what feels easy, but afterwards you need to recover. The analogy suggests that stress at work may be performance-enhancing, but should be followed by rest, whether that means not checking e-mails on weekends, taking more holiday or going for a stroll in the middle of the day.”

Read more in The Economist

Toxic workplaces

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Toxic workplaces are not only costly — they are also common. Our research on large U.S. employers found that approximately 1 in 10 workers experience their workplace culture as toxic, an estimate that is in line with other studies. Even companies with healthy cultures overall typically contain pockets of toxicity, due to abusive managers or dysfunctional social norms among certain teams.  By identifying and addressing these toxic subcultures, a process we refer to as a cultural detox, leaders can dramatically improve employees’ experience and minimize unwanted attrition, disengagement, negative word of mouth, and other costs associated with a toxic workplace.

Donald Sull and Charles Sull writing for the MIT Sloan Management Review

Experience or Things?

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There's a very logical assumption that most people make when spending their money: that because a physical object will last longer, it will make us happier for a longer time than a one-off experience like a concert or vacation. According to recent research, it turns out that assumption is completely wrong.

"One of the enemies of happiness is adaptation," says Dr. Thomas Gilovich, a psychology professor at Cornell University who has been studying the question of money and happiness for over two decades. "We buy things to make us happy, and we succeed. But only for a while. New things are exciting to us at first, but then we adapt to them."

It's counterintuitive that something like a physical object that you can keep for a long time doesn't keep you as happy as long as a once-and-done experience does.

"Our experiences are a bigger part of ourselves than our material goods," says Gilovich. "You can really like your material stuff. You can even think that part of your identity is connected to those things, but nonetheless they remain separate from you. In contrast, your experiences really are part of you. We are the sum total of our experiences."

Jay Cassano writing in Fast Company

Hybrid Entrepreneurship

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“There’s this myth that you have to go all in on a project or initiative to be successful, when it’s actually better to do a personal real options approach,” says Nathan Furr.

Nathan and Susannah Furr, authors of The Upside of Uncertainty: A Guide to Finding Possibility in the Unknown, were introduced to the concept after interviewing Ben Feringa, recipient of the 2016 Nobel Prize in Chemistry for his work on molecular machines. The Furrs asked Feringa if he faced uncertainty on his road to a scientific breakthrough.

“He laughed and said, ‘It was all uncertainty,'” recalls Nathan Furr.

Feringa told the Furrs that he encourages his students to have at least two projects going, one certain and one uncertain. “Striving for certainty will lead you down false paths or lead you to commit too long to projects that won’t work, or to uninteresting projects that will work,” he explained.

Stephenie Vozza writing in Fast Company

The Case for Embracing Uncertainty

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Many of our best achievements and meaningful experiences come from a trying time of ambiguity. Instead professor Nathan Furr and entrepreneur Susannah Harmon Furr argue that uncertainty and possibility are two sides of the same coin. By learning to welcome and cope with the gray area, an individual can reach better outcomes.

Curt Nickisch writing in the Harvard Business Review

A Season of Resilience

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Psychologists say that the feelings that often crop up in autumn stem from our discomfort with change, and an anxiety and uncertainty about what that change will bring. The melancholy we feel is a form of grief, mourning the lost sunlight, the ease of summertime, and the greenery that abounds in the warm weather.

But it’s not all bad. Fall also brings with it bright, brisk days, pumpkin patches and cozy sweaters. Somewhere in the crunching leaves, crackling fires and chilly air, you might locate a feeling of possibility, even electricity. 

And all of these things — the anxiety, the promise and even the rumination — make it the ideal season to build resilience and practice mindfulness.

Erik Vance writing in the New  York Times

Don’t do the job that you want to tell other people you do

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Work is not a series of words on a LinkedIn profile. It’s a series of moments in the world. And if you don’t enjoy those moments, no sequence of honorifics will dispel your misery. 

Some people take jobs with long commutes not fully considering what it will do to their health. Or they take jobs that require lots of travel not fully intuiting what it will mean for their family life. Or they’ll take horribly difficult jobs for money they don’t need, or take high-status jobs for a dopamine rush with a half-life of about three days. If you want to be smarter about your beingness in time, either you can read a lot of impenetrable philosophy or you can listen to Jim. Don’t take the job you want to talk about at parties for a couple of minutes a month. Take the job you want to do for hundreds of hours a year.

Derek Thompson writing in The Atlantic