The glorified vision of cybernetic organisms aimed at “improving” humans through electromechanical devices and software algorithms is a mechanistic approach that reduces humans to machines. Instead of a cyborg-like facade and mind, developments would be desirable, through which the human beings learns again to express their inner authentic, unique, creative and colorful true self with courage as an expression of their liberated souls. Back to nature, art, and love. Let us be spiritual organisms; It would be for the good of each and all.
Chapter 28 – The law of creation: Intuition, intention, and imagination
Because consumerism focuses on seeing what there already is to consume, rather than seeing what is not yet but to create, the actual law of creation seems to be often misunderstood as a law of attraction. I prefer to think about the ‘law of attraction’ as the ‘law of creation’ for the following reasons. Rather than only seeing with the eyes and getting tangible stuff, it’s necessary to learn to listen more, to create inner sight without the physical eyes. If there is a readiness to take the effort to create the image of what is heard from intuition, the mental image can be created by imagination. In fact, imagination precedes all substantial creation. Everything that humans have ever created had first to be imagined. “What is now proved was once only imagined,” as the eighteenth/nineteenth century English poet and painter William Blake put it.
Consumption for consumption purposes leaves the soul to get things out there. This is going shopping with the ego. The ego’s interest is to get as much and big things as possible to match its aspiration for grandiosity. Ego shopping tours bring back what won’t fit in well. The over-sized and over-dosed burdens then block the way for the real food of the soul. In that way,
The soul too gets consumed by the shadows of all the acquisitions that need to be stored, maintained, and loudly defended with lots of attention; attention that is missing for the attendance of inspiration. That’s how the ego’s bloatedness causes spiritual starvation. Consumption, the expectation of attracting becomes spiritual suicide; and the joy of creation turns into frantic work.
If management practices tell you that ideas are nothing and execution is everything, it’s probably because they are more interested in your execution of their ideas than in their support of yours. What you need is a revitalized self-efficient knowing as the fertile ground for your ideas that make your life. You have to start your creative process from within yourself.
Go back to your intra-past and co-create with the source within you in collaboration with others, for the benefit of all. That’s awareness-intelligent thought that manifests in benefits for everybody.
As Dean Radin in his book “Real Magic” elaborates, there is a vast of research today that shows how consciousness and intention also directly, meaning not just mediated through respective behavior, can impact the physical world. For example, plants that had been poured with blessed water were growing significantly better. And we all also know the placebo effect that causes biological reactions in our body as the sole result of our thoughts of belief.
Max Planck made the discovery that energy exists in everything. Building on that, Louis de Broglie described in 1924 the principle of wave-particles, which concluded that both energy and matter behave as waves. Everything is energy. Material particle energy and mental consciousness energy, as our human perception distinguishes, therefore, can amalgamate and synthesize into new constructs of energy, which are energetically constructing new manifestations.
Amazingly, if we employ consciousness awareness-intelligently, the fusion of the material and mental worlds can be achieved.
Our illusion of separation between matter and energy, between physiology and mentality, dissolves. If we direct our conscious energy to the socio-temporal perspectives that determine human well-being, thriving, and peace, the material manifestation of these intentions will inevitably follow too.
To intend, most simply put, is to think of something. As we’ve seen, thoughts ultimately stem from consciousness. These thoughts are mediated by and realized through awareness. Popular and observable fact-focused scientific and economic definitions of the word ‘intention’ though are rather synonymous with the terms ‘aim,’ or ‘objective.’ Many people suppress awareness about intention as a mental power that is sparked by the fire of life-source consciousness. More popular seems to be the neuroscientific explanation that the brain is producing intentional thought. What Hungarian-American academic and psychiatrist Thomas Szasz ironically said, might still be, a rather one-sided though, argument today: “If you talk to God, you are praying. If God talks to you, you have schizophrenia.” The question remains, what hunches are causing the brain to think and create intention?
For what society doesn’t have a handle yet is declared abnormal. Rather than about the use of statistics to average the mass into social norms, it should be about the understanding of individual expressions of human qualities. For example, if you have ever met a person with Down syndrome, you might agree that these are most-wonderful human fellows. Due to an extra copy of the chromosome 21, people with Down syndrome experience some medical conditions, which can be mostly treated today, but which still can lead to symptoms like fatigue, weight gain, and more. Although people with Down syndrome may have delayed cognitive development and limitations in expressive language, they captivate through their superior abilities of receptivity and sensation of social cues, their display of empathy, and the demonstration of a genuine sense of affection and care for others. These are the very human qualities that brought the Down syndrome the name of ‘the divine chromosome.’ How beautifully this reminds us, that all humanity, regardless of individual medical diagnosis, originates in the same compassion and love.
The term ‘intention’ in medicine means the healing process of a wound. We may create plans based on any believes that bring us to an achievement of something out there we think is missing, or we can be drawn to deeper roots that are pulling towards internal healing, recovery of inner truth. While intuition is the messenger from and to our intra-past, imagination is the force pulling from and to the extra-future. Intention resides in the inter-present in full cooperation with others, and it is the binding element between intuition and imagination. Intention is the doing between one’s true intuitive being and imaginative becoming. If you have intentions in line with your intuition, even if there seems currently no practical way to act upon, do maintain the thoughts about them and you’ll keep a healthy attitude. The universe will conspire with you to co-create over sooner or longer if you stay awaringly alert. The benefits of staying authentic are to reveal in any case. Even without external stimuli and executions in the here and now,
Mind-wandering back to your intuition and forth into imagination does create present moment emotions and thoughts, similar to real-life experiences.
The brain cannot differentiate between real and imagined, and images get memorized similar to experiences. Therefore, intentional mentation is as much your real reality for answering the big questions of life beyond practical considerations as is the experience from physical respectively geographical immersion into a socio-cultural and possibly even un-personal interpretations of reality. The mere memory or the prospect of a joyful experience can enable a joyful desire to let go of curtailing attachment. It is highly awareness-intelligent to be able to be motivated and inspire others to use the prospect of joy from caring for others to create harmonious win-win situations.
We do not achieve because of forceful doing or hard work; although the latter is necessary too. Anything we create we have allowed to come; our creations come from who we are and related expressions of our desires. Wholeness of awareness leads to the wholesomeness of actions. In that sense, co-creation with our source is not only the end but also all beginnings. It is the start of a fully lived life. So,
Don’t look for sources of creativity outside of you. The artist and the art are inseparable.
The sculptor Pygmalion, according to Greek mythology, could call a statue into life through his sheer desire. Don’t outsource the creation of your life. Enjoy your short but wonderful journey in the phenomenal world and create.
To harness the creative power of Awareness Intelligence, we need to source inter-present intention from accessing our intra-past willfully, and fearlessly allow the imagination of the desired outcome in all the possibilities that lie in the awareness of the extra-future.
1.Inspirational leadership is a less studied, but holistic concept that centers within the presence of a whole mind that is aware of the being and doing of the self and others.
2.As an inspirational leader who gives ideas to others, investing time and effort into self-development is vital. One can only give what’s inside of him/her.
3.The human side of leadership is fundamental for an inspirational interaction between leaders and followers.
4.The most appreciated leadership aspect is the ability to inspire. The capacity to inspire does result in high employee commitment.
5.Inspirational leaders positively influence employee characteristics, such as independent thinking and pro-activeness. These qualities not only foster innovativeness and drive business performance, but also have a positive effect on followers’ happiness at work.
6.The quest for the ‘Why,’ critical thinking, purpose, passion, and caring emotional intelligence all come from within oneself. Self-awareness and autonomy is the foundation for accessing the source of inspiration. Allow your soul to be free.
7.Authenticity is the core of inspirational leadership. Authentic behavior arises when the ‘who you are’ and the ‘what you do’ are aligned. A genuine and ethical leader differentiates between the true needs of his/her inner being as compared to the many and often conflicting demands and conditions of society.
Slides from our 80% is Psychology event, December 12th, 2018 in Tokyo.
1.It is crucial to what role models children are exposed. Babies intuitively follow the eye gaze of their mothers. Little geese adopt the first seen subject after hatching as their caregiver (so-called IMPRINTING). And imprisoned children regard the prison guards as their parents to follow.
2.Followers emulate primarily other followers, not necessarily the leader. A movement is made by courageous followers who show others how to follow too. Therefore it is essential to nurture followers.
3.To form a positive social identity (as everybody seeks to), people use self-categorization. According to SOCIAL IDENTITY THEORY, this risks leading to biased social comparison in which people tend to over-favorize one’s own group’s individuals’ positive characteristics while they stereotype and discriminate out-group members having mainly negative traits.
4.PROTOTYPICAL PERCEPTIONS cause people to think that the followers of the group they identify with can be persuaded by information, while out-group followers are mis-perceived as needing to be coerced by force.
5.Individuals who follow a leader against their own moral beliefs or good judgment may do so because they socially identify with the leader and consciously choose to follow his/her MORAL COMPASS.
6.Leaders in a mutually beneficial leader-follower relationship provide public goods to their followership. In return, followers voluntarily pay their costs to the leader in the form of prestige. When leaders gain more relative power, and their high status becomes less dependent on their willingness to pay the costs of benefitting followers, the SERVICE-FOR-PRESTIGE THEORY predicts that leader-follower relations will become more based on leaders’ ability to dominate and exploit.
7.In the phenomena of RECIPROCITY, we should differentiate whether it is about our genuine desire to return favors unconditionally based on feelings of thankfulness, or whether we get trapped into “marketing tricks” that let us act upon feelings of obligation and guilt.
8.A secureATTACHMENT STYLEhelps people trusting in lasting relationships, self-confidentially seeking out and providing social support that empowers themselves and colleagues alike. Insecurely attached people may cause stronger exclusion and exploitation of others.
9.Effective followers as fostered by TRANSFORMATIONAL LEADERSHIP are those who are not only actively involved, but those who are also critically thinking to influence decision-making and change. Conformist followers who are not challenging the status quo contribute less to innovation and business performance improvement.
10.DIVERSITY AND INCLUSIVENESS are vital also from a business perspective because better-connected networks enable more knowledge sharing that is favorable for innovation and improves business performance, which ultimately results in increased profitability.
11.REVERSE MENTORING allows any employees to assume, (informal) leadership roles. Reverse mentoring not only promotes bi-directional knowledge exchange, but it can help isolated older leaders to enter into more egalitarian relationships as well.
12.Utilizing CONSTRUCTIVE HUMOR may be an effective leadership strategy to win trust and commitment from followers as it bridges authority gaps and encourages the both-sided expression of positive emotions even when addressing difficult matters.
1.Whether in a formal position, at work or in private, our influence on others is more significant than we think. It may be your today’s courageous example that inspires somebody else even years later to do the right thing as well.
2.To be a leader means to be a continuous learner, and learners are readers.
3.While leadership theories as a relatively young science are becoming ‘smarter,’ there is also ancient and timeless leadership wisdom based on ‘kindness.’
4.Against persistent myths: Leaders are not born, they are made.
5.Do not let you blend by the ‘halo effect’ to conclude that people being good or powerful in one area might be consequently amazing in other areas too.
6.Adapt your leadership style according to the situation and development phase of the people needing direction, coaching, support, or delegation.
7.While transactional leaders make today better by rewarding good performance, transformational leaders are focused on making tomorrow better too.
8.For personal charisma, develop your emotional and social intelligence. As a visionary leader, learn how to visualize an attractive and ideal future that inspires others to follow their heart.
9.A majority of employees is disengaged. Increased participation is required to move beyond consumer behavior. Only with emotional and economic co-ownership will people assume more responsibility/accountability.
10.The administration of existing businesses often leaves little room for leadership that involves the creation of new meaning and change. Differentiate a position-based management career requiring short-term profitability goals versus a self-guided leadership desire to make a difference beyond market considerations in the long-term. You always can be a leader!
11.Always re-evaluate your beliefs in symbols and rules, don’t assume, don’t judge, and listen to people for who they truly are. That’s how you can empower yourself and others to become more free, understanding, and creative.
Whether in a few or many single sessions picked according to your interest, or be it by attending the whole certificate courses, you will learn, reflect upon, discuss and start to apply:
How to improve individual well-being, organizational performance, and social contribution for your private life and professional career
How to develop a personal (self-) leadership that combines multi-disciplinary, inter-generational, and cross-cultural knowledge better
The goals of the unique approach fostered in these meetups include lectures and discussions/group works that are intended to spark critical thinking, stimulate new ideas, and motivate for self-improvement. You’ll be inspired, encouraged, and enabled to lead your way for deeper experiences and bigger impacts.
October 10, 2018 – November 14, 2018 ‘The Psychology of Learning & Developing a Growth Mindset’ Wednesday, October 10, 2018, 19:00 – #01 1/6 The History and Philosophy of Learning (for Life) Wednesday, October 17, 2018, 19:00 – #02 2/6 Behaviorism, and Animal and Human Learning Wednesday, October 24, 2018, 19:00 – #03 3/6 Social Learning & Developing a Growth Mindset Wednesday, October 31, 2018, 19:00 – #04 4/6 Brain and Memory in Learning Wednesday, November 7, 2018, 19:00 – #05 5/6 Learning and Motivation Wednesday, November 14, 2018, 19:00 – #06 6/6 Learner Profiles and Strategies
November 21, 2018 – January 16, 2019 ‘Inspiring Others Across Cultures and (Self-)Leadership Psychology’ Wednesday, November 21, 2018 – #07 1/6 Leadership Philosophy Wednesday, November 28, 2018 – #08 2/6 Leaders and Followers & Leadership Strategies Wednesday, December 5, 2018 – #09 3/6 Personality and Leadership Styles Wednesday, December 12, 2018 – #10 4/6 Inspirational Leaders Wednesday, January 9, 2019 – #11 5/6 Leadership, (Cultural) Threats, and Change Wednesday, January 16, 2019 – #12 6/6 Leadership, Power, and Influence
January 23, 2018 – February 27, 2019 ‘Developing Human Capital, Cultural Agility, and Global Talent Management’ Wednesday, January 23, 2019 – #13 1/6 The Psychology of Talent, Competencies, and Appraisal Wednesday, January 30, 2019 – #14 2/6 Developing Human Capital: Success in Learning Wednesday, February 6, 2019 – #15 3/6 Mobility and Cultural Agility Wednesday, February 13, 2019 – #16 4/6 Global Mindset Wednesday, February 20, 2019 – #17 5/6 Global Talent Management Strategies Wednesday, February 27, 2019 – #18 6/6 Developing Cultural Empathy
Approach All the courses and sessions are presented in easy English and supported by Japanese keyword slides. The international and Japanese participants both are encouraged and helped in interacting in English as a second language. The sessions are interactive, engaging, and provide a safe environment to learn. The goal is to inspire you for increased self-efficacy, wherever the starting point. You will leave the discussion energized by meaningful knowledge and friendly contacts. Welcome and let’s learn for life!
Tickets Tickets are available for the six sessions, each 1.5 hours on Tuesday evening from 19:30 – 21:00 (door opening at 19:00) Prices include drinks and snacks – Single session: YPY 1,800 per ticket (paid at the entrance JPY 2,000) – The whole course of 6 sessions: JPY 9,000 (paid before the first session)
Certification 3 Certificates* in Personal Development for Individual Well-Being, Organizational Performance, and the Common Good across Cultures. – Certificate 1: Learning Master – Certificate 2: Master in Self-Leadership – Certificate 3: Global Mindset Mastery
If you attend each of the three certificate courses, the combined certificate is awarded: – Certificate of “Master in Learning, Self-Leadership, and Global Mindset”
As you know from past years, I have been researching, advising, and working with many successful global leaders. I have also read several hundred research papers and books on leadership from a managerial and psychological perspective.
I am very happy to announce that finally, I have converted key learnings into 1.5 hours online course on Udemy. I am glad to give this course for free for an additional 3 days to my social media connected friends. Those who are interested, please drop me a message and I am happy to share 150 USD course for free. Hope you like this little gift!
As you know from my blogging activities, I’m doing a lot of research, writing and projects related to leadership and personal development.
For the last few weeks, I’ve been working on my first online course and today it’s officially live on Udemy, the platform for high-quality on-demand online courses!
You can find a description of my course ‘Developing Leadership Skills: Leadership Personality, Motivation, and Creativity’ below as well as in this introductory/promotional video: https://youtu.be/TQQWZCn3R_A
I am very happy to announce that finally, I have converted key learnings into 1.5 hours online course on Udemy. I am glad to give this course for free for an additional 3 days to my social media connected friends. Those who are interested, please drop me a message and I am happy to share 150 USD course for free. Hope you like this little gift!
If you know of anyone else that’d be interested to learn developing leadership skills, I’d appreciate if you’d share this information with them too.
Thanks so much, and all the best!
The course ‘Developing Leadership Skills’ is a compelling summary of latest research and good practices that may well become your passport to explore new ways of effective leadership styles, increased levels of motivation, and untapped creativity.
Whether you are an HR practitioner, an aspiring or current leader, an executive coach, or a student, this logically structured course will help you in becoming personally and professionally more effective and efficient. You are offered practical tools for insight and understanding of your possible
roles in team situations,
conflict management style,
successful negotiation strategies,
better decision-making, as well as
unlocking of your innovation capacity.
The goal of this course is to make sure you will find answers to the questions that are relevant for personal growth and a thriving career. Compact, straightforward, and with numerous references to further information, the interdisciplinary, innovative, and cross-cultural knowledge and perspectives presented in the twelve short lectures will benefit your well-being and success as a dynamic leader and the common good alike.
Summary. In the light of uncertain future threatening outcomes, present ambiguous information often is interpreted more negatively than it would be the case in a safe context. Black-and-white thinking is hindering positive deciphering of ambiguous information. People educated in open-mindedness and who have learned to tolerate ambiguity can better persevere in their tolerance even in situations of danger. Individuals’ dependencies on hierarchical power can cause closed mental systems that are increasingly unable to tolerate differences, ambiguities, and uncertainties. The promotion of hope might be a useful approach to reduce uncertainty intolerance that leaves more room for thoughtful and empathic decisions. It will be crucial how we instill hope and support our children to live constructively with uncertainties while retaining a high tolerance for ambiguity and open-mindedness as required to find the solutions sought for the benefit of all. What are your learnings from uncertain/ambiguous situations and how did you learn to develop a tolerance for it?
The difference between ‘uncertainty’ and ‘ambiguity’
Intolerance of Uncertainty and Intolerance of Ambiguity often have been confused. Although IU and IA are overlapping concepts, they can be differentiated as follows: Intolerance of uncertainty refers future negative events that cause worries, and intolerance for ambiguity refers to adverse stimuli in the present . Also, intolerance of uncertainty is built on the fact that information on outcomes of a situation is missing while intolerance for ambiguity is characterized by ambivalent or conflicting information available on the situation .
The effect of intolerance for uncertainty on tolerance for ambiguity
As per the discussion around the article https://mathias-sager.com/2018/06/12/tolerance-for-ambiguity-as-a-gateway-to-leadership-opportunity/ it became clear to me that tolerance for ambiguity respectively Intolerance for Ambiguity might be dependent a lot on context too. Thanks to all the involved for triggering that further research. While having assumed general business situations in times of relative peace in democratic countries in the last article, individual’s behavior in highly stressful (e.g., military) conditions in threatening environments needs to be looked at specifically, including both the concepts of uncertainty and ambiguity. I hope this article can contribute to that discussion.
Tolerance for ambiguity of an individual can be reduced in the context of threat through uncertainty, and especially when there is increased intolerance of uncertainty. In other words, in the light of uncertain future threatening outcomes, present ambiguous information is interpreted more negatively than it would be the case in a safe context . Besides, not only the threat itself but the possibly stronger propagation of stereotyping (e.g., of enemies) might promote black-and-white thinking that is hindering an open mindset as required to positively decipher ambiguous information. People educated in open-mindedness and who have learned to tolerate ambiguity can better persevere in their tolerance even in situations of danger .
We generally have a choice between concern and cruelty. But as the example above showed, sometimes not-so-obvious factors influence our predispositions for one of the options because intolerance for an ambiguous situation, induced by threats of uncertainty, may trigger reactions of self-defense based on uncontrolled prejudices. Interviewing perpetrators in the Rwanda genocide revealed that individuals’ dependencies on hierarchical power caused closed mental systems unable to tolerate differences, ambiguities, and uncertainties .
Hope and resilience to endure uncertainty
In our times of continued pervasiveness of populations living in environments of war and disasters, resilience is a further important concept. Hope as related to resilience is enabling individuals to imagine a better future and to endure the present despite the uncertainty for such an achievement . That way, the promotion of hope might be a useful approach to reduce uncertainty intolerance and consequently to increase the tolerance for ambiguity for a more open mindedness that leaves room for thoughtful and empathic decisions.
Growth versus safety orientation
Maslow (1968) made the point that we are oriented toward either growth or safety in our everyday lives and that a growth orientation is more favorable for psychological health and well-being . When self-protection (needs) get reduced, self-awareness can arise and facilitate the appreciation of multiple possibilities in situations, which might be the stage of personal development where tolerance for ambiguity as the capacity to accept paradoxes starts to become feasible . Systems of mass conformity, authoritarianism, and nationalism/racism are offered as a means for safety, unfortunately at the cost of growth possibilities through autonomy, creativity, and the use of reason though. After World War II this became evident and powerful movements toward an open mind of tolerance of ambiguity emerged that could cater to both safety and growth needs . It is a function of societies to prepare the next generation for life, and it will be crucial how we instill hope and support our children to live constructively with uncertainties while retaining a high tolerance for ambiguity and open-mindedness as required to find the solutions sought for the benefit of all .
What are your learnings from uncertain/ambiguous situations and how did you learn to develop a tolerance for it?
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Today’s professionals need to succeed in technology-rich environments . Information age organizations are characterized by rapid change and uncertainty . Progressing globalization poses challenges through ambiguities that are caused by ever novel, complex, and changing socio-economical, environmental, technological, and workforce factors . The ability to tolerate ambiguity, therefore, is increasingly vital for successful leaders and employees alike .
“The tolerance for ambiguity (or intolerance for ambiguity) construct relates to a person’s disposition or tendency in addressing uncertain situations” [4, p.1]. The concept is also described in organizational behavior as “a coping mechanism for dealing with organizational change” .
Tolerance for ambiguity as a performance driver
Tolerance for ambiguity was found to support organizational performance drivers, such as :
Receptive for cross-cultural work and collaboration
Flexibility and adaptability
Tolerance for failure
Creativity and innovation
Entrepreneurship, entrepreneurial performance, and
A firm’s financial and market performance
Importance for (global) leadership
“Dealing with ambiguity is seldom taught, but higher-performing leaders tend to understand that uncertainty can be the gateway to opportunity” (6, p. 30).
Indeed, tolerance (or intolerance) for ambiguity influences one’s behavior and consequently leadership and decision-making style . Studies have found that expatriates high on tolerance for ambiguity adjust and perform better in global work workplaces and cross-cultural environments .
Practicing tolerance for ambiguity
Leadership learning and development should adapt to the rapidly evolving business world, for example, by providing innovative learning strategies such as simulations . Potential for improvement and learning progress related to tolerance for ambiguity can be measured with according psychometric assessments and accordingly monitored as a key leadership ability .
 Arlitsch, K. (2016). Tolerating Ambiguity: Leadership Lessons from Off-Road Motorcycling. Journal Of Library Administration, 56(1), 74-82. doi:10.1080/01930826.2015.1113063
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 Herman, J. L., Stevens, M. J., Bird, A., Mendenhall, M., & Oddou, G. (2010). The tolerance for ambiguity scale: Towards a more refined measure for international management research. International Journal Of Intercultural Relations, 34(1), 58-65. doi:10.1016/j.ijintrel.2009.09.004
 Kajs, L. T., & McCollum, D. L. (2009). Examining tolerance for ambiguity in the domain of educational leadership. Academy Of Educational Leadership Journal, 13(2), 1-16.
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Self-improvement can be intimidating, and personal interactions with other, like in a mentoring relationship might be extraordinarily valuable . In today’s fast-changing world the potential for mentoring, especially if creatively employed, might be an increasingly useful type of relationship . Yet relatively few employees got into a company mentoring program . Traditional mentoring generally takes place between a senior and a junior person in a similar career field , a relationship that is hierarchical and one-directional in the sense that the mentor in its expert position carries the power while the newcomer mentee is deemed to receive learning .
Reverse mentoring for diversity and organizational success
Reverse mentoring, on the other side, can be defined as “pair[ing] younger, junior employees as mentors with older, senior colleagues as mentees to share knowledge” (, p. 569). Jack Welch in 1999 made this approach popular when using it in GE . It is the first time that four or five generation with distinct values work in the same workplaces and have to manage related generational tensions (; ). Reverse (respectively reciprocal) mentoring may be promising transfer processes to support global expatriate female managers as they were found to receive less monitoring than male and domestic colleagues . Cross-racial reverse mentoring is another example of engaging diversity to increase organizational success .
Benefits for the employees
Reverse mentoring was found to benefit older adults with reduced social isolation, improved self-efficacy, and increased technological understanding, and younger colleagues can progress their teaching and communication skills . Intriguingly, by collaboratively fostering the understanding of each generations qualities, inter-generational intelligence can be built . Vitality, enthusiasm, and creativity are predominantly represented by the younger, lower levels of organizations; not surprising when remembering the evidence that toddlers, in general, are creative, compared to the only 2% of 44-year-olds . Reverse mentoring is promising in generating new ideas , which is vital in valuing the human capital and use it for innovation and competitiveness as required for learning organizations . Lane (2018) speculates that this effect might be the more pronounced, the bigger and the more global a firm is .
HR supported implementation for improved employee retention
In a study in the field of academic medicine, it was found that half of the recipients of unsatisfactory mentoring did genuinely consider quit the firm, while positive mentoring experiences reduced this number to 14% . In another study reverse mentoring predicted increased affective commitment potentially decreasing turnover rates among millennial employees . While informal settings may take pressure away from younger persons mentoring their superiors , more formal mentoring provides for clear objectives and plans how to achieve them . It is essential that older leaders get the courage  to open up, demonstrate humility, and enter into egalitarian relationships . Ideally, such openness and the diversification of the workforce  through reverse mentoring is systematically supported by HR too .
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This article describes the relationships of cultural intelligence (CQ) with other types of intelligence, motivation, and leadership behavior. Mindfulness provides for a conceptualization of intercultural competence. CQ is a useful competency for acculturation challenges as required for expatriate talents in multinational enterprises. People used to minority status, people from more diverse environments, and those with higher CQ experience more positive acculturation and psychological well-being. For Global Talent Management CQ is essential as a predictor of performance and creativity and therefore increasingly used as assessment tool also for transformational leadership styles.
Emotional and social intelligence, motivation, and leadership behavior
Human capital is the major sub-factor of intellectual capital that contains a measurement of “sharing and reporting knowledge” , indicating that social competencies are acquired capabilities on the basis of emotional intelligence . Cultural intelligence (CQ) might be essential to enable sharing across cultures as it means the ability to adapt to a new culture through open-mindedness and judgment-free respect for others . CQ moderates emotional intelligence and leadership behavior . Indeed, to understand emotional intelligence, cross-cultural differences need to be understood too . As emphasized in the theory of emotional and social intelligence competencies (ESC), the motivation to make use of the competencies is vital to consider too .
Mindfulness, acculturation, and psychological well-being
Mindfulness might provide for a comprehensive conceptualization of intercultural competence as a cultural sensitivity that is put in action as a result of reflection . Cross-cultural intelligence can be taught through different respectively the combination of methods such as lectures, literature, exchange sessions, and most effectively field trips . CQ is also a significant contributor to career capital , potentially not only across geographies, but also in navigating company cultures . Direct inter-cultural contact impacts both cultures involved, a process that is called acculturation . The challenges that come with such foreign cultural influences might be a reason why it is often difficult to find talents who are willing to live abroad. People used to minority status, people from more diverse environments, and those with higher CQ experience more positive acculturation and psychological well-being .
Performance improvement and transformational leadership
Assessing CQ is highly useful for global talent management as there is a proven positive correlation with job performance . Thanks to higher-quality cross-cultural social exchanges, knowledge hiding, on the one hand, can be decreased and creativity, on the other hand, improved . It is, therefore, not surprising that culturally intelligent global leaders are high in demand . An impressing percentage of 92% (out of 100) of companies who invested into improving CQ increased revenues within one and a half years . Multinational organizations’ talent management functions fare well with using CQ as a selection tool . Social intelligence and CQ also predict effective transformational leadership styles  as it allows the appropriate adaption of behavior to cultural differences .
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Summary. Talent can be framed as either something that people possess (object approach) or something that people are (subject approach). Human capital may come from the historical meaning of a ‘talent’ in Latin and Greek of measuring the weight of a significant amount of gold or silver. Talent in the form of intrinsic learning motivation only realizes when sufficient encouragement and support exists. Inclusiveness is a feature of strength-based TM and related to egalitarian investments into the potential of all employees. Also, to foster the empowerment of all, a more holistic definition of talent that is complementary to ability measures and functions as a complex interactive process between innate and developed abilities, interests and motivations should be advised.
Object and subject approach to talent
There is a lack of a general definition of talent in the world of work , a term that seems to describe a phenomenon understood differently by academia and management consulting . Although a lot of talent management (TM) research bases on anecdotes, literature review reveals some insight into how the meaning of talent emerged over time and what the difficulties in a clear conceptualization and operationalization are . Gallardo-Gallard et al. (2013) contributed significantly to the clarification of the approaches to talent by framing talent as either something that people possess (object approach) or something that people are (subject approach).
Human capital (literally)
Historically, a talent in Latin and Greek was a measure of weight for a significant amount of gold and silver. This background might explain why the earlier approach to TM assumes an object approach  in which talent is popularized as an innate characteristic that one possesses or not . It may also explain why ‘human capital’ is used synonymously with ‘talent’ .
Talent as a learning capacity determined by context
Unlike the fixed influence of genes on body size , elite achievement is rather the result of differences in experiences, training , (elite) education, and networks . Nowadays, economic and social innovation needs drive the demand for talents. While talent itself may still be considered a non-learnable capacity , excellence and mastery can be achieved quite independently from such a notion of talent given the availability of suitable learning strategies and accessible knowledge . Similarly, talent in the form of intrinsic learning motivation only realizes when sufficient encouragement and support exists . This is consistent with the AMO (ability-motivation-opportunity) framework that stresses the importance of opportunities .
Inclusive subject approach to talent
Talent seen as people rather than attributes  comprises the inclusive subject approach, which includes all personnel of an organization in its scope and values different employee groups as contributors to the company . Inclusiveness is a feature of strength-based TM and related to egalitarian investments into the potential of all employees. Critics of the inclusive subject approach refer to the increasing overlap of TM with strategic human resource management (SHRM). TM tends to be defined as more exclusive than SHRM by targeting top talents, and it legitimates the concentration of rewards to so-called A players through their high potential . However, subjective appraisals favoring certain individual performances over the interests of customers and shareholders have presented another challenge to this approach of TM .
A more holistic definition of talent
Talent differs according to the field of application and the combination of cognitive resources. The traditional IQ measure does not say a lot about talent, why more complex profiles blending analytical, practical, and creative talent are suggested . While academia focuses on theoretical descriptors of talent, the broader society is interested in the practical function of talent . A definition of talent complementary to ability measures as a complex interactive process between innate and developed abilities, interests and motivations would provide for a more holistic concept of talent that meets different needs and allows the empowerment all .
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Summary. This article describes some metacognitive strategies to learner profiles and then evaluates those strategies for individuals of different ages with intellectual and learning disabilities. In order to do so, different variables that effect those with intellectual and learning disabilities are identified. Social and cultural implications, as well as life span stages and interpersonal communication are discussed.
Content. (1) Individual embodiment of increasingly global social contexts, (2) Globally influenced mediation of learning, (3) Extension of the proximate to a collaborative zone of development, (4) Integrating differences for rich and demanding learning opportunities
Human interactions don’t lack technical but rather cooperative communication skills. The good news is that pro-social behavior can be learned. Collective argumentation is one means to scaffold learners’ engagement in group work. Also, the negotiation of values is vital for achieving a shared sense of agency and accountability between teachers and students. In computer-enabled learning, consequential engagement in the form of enabling equitability and showing the benefits beyond single contributions, as well as using game formats are promising pathways to progress cooperation in learning environments.
You were born with nothing ordinary about you, being a unique creation of human life. Through socialization though, you got assigned a social number, and you are expected to adhere to the norm. If you do the ordinary very well, you may be titled “extraordinary,” although originality, self-reliance, and personal growth requiring non-conformity would be much better indications of it.