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0511 | Larry Downes: Full Transcript

LDRLB

I should say we were talking off the air about- Thanks for ruining Everett Rogers’ curve for me. It’s a little more complicated than a five forces matrix or the Everett Rogers’ normal curve, diffusion and innovation curve. Really, we couldn’t find any industry where this phenomenon wasn’t happening. DAVID: Yeah.

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Learn Like A Leader

Mark Sanborn

” – Will Rogers. As you learn, keep asking yourself “What are the implications for my career, my industry and my life?” An example: the experts in key card computing were displaced by new technology.) Leaders think for themselves. They know the importance of thinking for themselves.

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What It’s Like When a Stay-at-Home Dad Goes Back to Work

Harvard Business Review

With a PhD in molecular biology from Columbia University, Roger had published a paper in Nature and was pursuing a promising career as an assistant professor at University of Massachusetts Medical School. We decided that our children needed more parental involvement, a scenario faced by many dual-career couples.

Rogers 8
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The Inevitable Disruption of Television

Harvard Business Review

By the time I boarded the plane back to Boston, somehow I'd been convinced that the television industry was safe from destruction — luckily, it only lasted about 10 minutes. But even the largest industries enter periods of transformation — think of once-dominant railroads, wired phone lines, the postal service.

Rogers 15
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How You Make Decisions Is as Important as What You Decide

Harvard Business Review

Conventional thinking has suggested that leadership positions go to those who aggressively plan their careers with a keen eye for building the right skills to reach top jobs. Near the end of his career, it also helped him decide to sell Frankel. Others believe that leaders are born, not made.

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What Data on Formula One Crashes Suggests About Workplace Rivalries

Harvard Business Review

In his book Collision of Wills , University of Chicago sociology professor Roger V. The stakes here may not be as high — the corporate fast lane normally doesn’t require risking life and limb – but the damage can be costly nonetheless, both for companies and for individual careers.

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How to Manage People Who Are Smarter than You

Harvard Business Review

. “The higher you go in an organization, the more you’re expected to make decisions on which you might not have direct experience or expertise,” says Roger Schwarz, an organizational psychologist and the author of Smart Leaders, Smarter Teams. “It’s a beginning of the shift in your career.”