While Gen X may be equally capable at digital tasks as millennials, they also show a mastery of conventional leadership skills more on par with leaders of the baby boomer generation. That includes identifying and developing new talent at their organizations and driving the execution of business strategies to bring new ideas to reality.
Sixty-seven percent of Gen X leaders are also effective in “hyper-collaboration,” and are working relentlessly to break down organizational silos. Gen X leaders’ strength for working with and through others is enabling them to shape the future of work and generate faster innovation by getting people working together to solve customers’ and their organization’s issues.
It’s a natural human reaction to shy away from disagreeing with a superior. “Our bodies specialize in survival, so we have a natural bias to avoid situations that might harm us,” says Joseph Grenny, the coauthor of Crucial Conversations and the cofounder of VitalSmarts, a corporate training company. “The heart of the anxiety is that there will be negative implications,” adds Holly Weeks, the author of Failure to Communicate. We immediately think, “He’s not going to like me,” “She’s going to think I’m a pain,” or maybe even “I’ll get fired.” Although “it’s just plain easier to agree,” Weeks says that’s not always the right thing to do. Here’s how to disagree with someone more powerful than you.
projects would score poorly if judged using only conventional approaches to evaluating research quality that prioritize the opinion of peers, the volume of papers published, and citations. That’s a problem because it is endorsement from other scientists, not stakeholders, that drives career advancement for researchers in Egypt, Sri Lanka and India, as everywhere else.
Is the weakness in the science or in the way it is measured? Too often it is the latter, in our view. Dominant techniques of research evaluation take a narrow view of what constitutes quality, thus undervaluing unique solutions to unique problems.
The rise of ‘pseudo-AI’: how tech firms quietly use humans to do bots’ work | Technology | The Guardian
The third parties highlighted in the WSJ article are far from the first ones to do it. In 2008, Spinvox, a company that converted voicemails into text messages, was accused of using humans in overseas call centres rather than machines to do its work.
In 2016, Bloomberg highlighted the plight of the humans spending 12 hours a day pretending to be chatbots for calendar scheduling services such as X.ai and Clara. The job was so mind-numbing that human employees said they were looking forward to being replaced by bots.