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      <title>Handling Heat: Part I</title>
      <description>Heated exchanges in meetings are expensive to both the organizational mission and to the careers of the meeting's participants. Preventing them -- or dealing with them when they happen -- is everyone's job. But what can you do when they persist?</description>
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      <pubDate>Wed, 16 May 2012 04:30:00 EDT</pubDate>
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      <title>Nonlinear Work: When Superposition Fails</title>
      <description>Much of the work we do is confounding, because we consistently underestimate the effort involved, the resources required, and the time required to get it done. The failure of superposition can be one reason why we get it wrong.</description>
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      <pubDate>Wed, 09 May 2012 04:30:00 EDT</pubDate>
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      <title>On Noticing</title>
      <description>What we fail to notice about any situation -- and what we do notice that isn't really there -- can be the difference between the outcomes we fear, the outcomes we seek, and the outcomes that exceed our dreams. How can we improve our ability to notice?</description>
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      <pubDate>Wed, 02 May 2012 04:30:00 EDT</pubDate>
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      <title>Communication Refactoring in Organizations</title>
      <description>Inadequate communication between units of large organizations is one factor that maintains the dysfunction of "silo" structures in large organizations, limiting their ability to act coherently. Communication refactoring can help large organizations to see themselves as wholes.</description>
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      <pubDate>Wed, 25 Apr 2012 04:30:00 EDT</pubDate>
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      <title>Reactance and Decision-Making</title>
      <description>Some decisions are easy. Some are difficult. Some decisions that we think will be easy turn out to be very, very difficult. What makes decisions difficult?</description>
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      <pubDate>Wed, 18 Apr 2012 04:30:00 EDT</pubDate>
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      <title>Reactance and Micromanagement</title>
      <description>When we feel that our freedom at work is threatened, we sometimes experience urges to do what is forbidden, or to not do what is required. This phenomenon -- called _reactance_ -- might explain some of the dynamics of micromanagement.</description>
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      <pubDate>Wed, 11 Apr 2012 04:30:00 EDT</pubDate>
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      <title>Obstacles to Finding the Reasons Why</title>
      <description>When we investigate what went wrong, we sometimes encounter obstacles. Interviewing witnesses and participants doesn't always uncover the reasons why. What are these obstacles? </description>
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      <pubDate>Wed, 04 Apr 2012 04:30:00 EDT</pubDate>
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      <title>Workplace Politics and Integrity</title>
      <description>Some see workplace politics and integrity as inherently opposed. One can participate in politics, or one can have integrity -- not both. This belief is a dangerous delusion.</description>
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      <pubDate>Wed, 28 Mar 2012 04:30:00 EDT</pubDate>
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      <title>The Halo Effect</title>
      <description>The Halo Effect is a cognitive bias that causes our evaluation of people, concepts, or objects to be influenced by our perceptions of one attribute of those people, concepts, or objects. It can lead us to make significant errors of judgment.</description>
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      <pubDate>Wed, 21 Mar 2012 04:30:00 EDT</pubDate>
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      <title>Apophenia at Work</title>
      <description>The urge to identify as meaningful the patterns we see in winning streaks in sports, or streaks of successes in business, can lead us to accept bogus explanations prematurely. It's a common human tendency that can put people and organizations in desperate situations. </description>
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      <pubDate>Wed, 14 Mar 2012 04:30:00 EDT</pubDate>
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      <title>Effective Communication at Work</title>
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      <pubDate>Tue, 15 May 2012 04:30:00 EDT</pubDate>
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