In a Big Think interview, David Westin, who ran ABC News for 14 years, laid out the steps that NBC needs to take to keep Brian Williams at the anchor desk, and recover from Choppergate. First, the network needs to show that it trusts and values Williams. Then, it needs to show viewers that it takes the situation seriously and holds him accountable.
From Big Think: The former head of ABC News laments that scandals like the one at NBC undermine public perception of the entire news industry. "Every time this happens, it takes away a little of the credibility of everybody in the news business," he says.
From Andrew Sobel: A large body of research shows that when we meet someone for the first time, we make judgments about their trustworthiness and competence in a fraction of a second. We do this based on a variety of clues, including physical appearance, facial characteristics, posture, gestures, and so on. This makes sense from an evolutionary perspective. When you meet a stranger, you need to assess their intentions (trustworthiness) and their ability to carry out those intentions (competence, or strength).
From Big Think: Paul Zak is the founding director of the Center for Neuroeconomics Studies and professor of economics, psychology and management at Claremont Graduate University. Dr. Zak has degrees in mathematics and economics from San Diego State University, a Ph.D. in economics from the University of Pennsylvania, and post-doctoral training in neuroimaging from Harvard University.
From Knowledge@Wharton: Swarthmore professor Barry Schwartz says rules and incentives are an "insurance policy against disaster, but [they don't] produce excellence." In his recent book, Practical Wisdom: The Right Way to Do the Right Thing, Schwartz and co-author Kenneth Sharpe, also a Swarthmore professor, say that what is needed is not more bureaucracy. Instead, society needs the Aristotelian ideal that trumps all others — practical wisdom. Knowledge@Wharton recently discussed with Schwartz why individuals fail to do the right thing, what practical wisdom looks like in practice and what organizations can do to regain people's trust.
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From Dan Hill at ChangeThis: Ever since the Enlightenment, Western civilization has been on the wrong track. Eager to put the superstitions of the Dark Ages behind him, the French philosopher Rene Descartes famously declared, “I think, therefore I am.” But the truth is that over the past 25 years, the breakthroughs in brain science have systematically documented the greater reality that thought and emotion can’t be artificially separated and that, in fact, the capacity for emotion proceeded thought in evolutionary terms and continues to do so with every deliberation and act an employee makes. There is no such thing as objectivity. … Trust is a feeling. Hope is a feeling. Loyalty is a feeling. As companies struggle to emerge from the Great Recession, now is not the time for half-measures like polite (but empty) focus groups, or for the fear that executives may have regarding exposure to the honest feelings of their employees that serves as justification for not pursuing progress. Executives who exhort employees to accept change and sacrifice their own comfort zones must surely be ready to do so themselves.
From FastCompany: Evidence points to information from trusted sources getting a better hold on our brains than the noise from everything else. So it's no surprise that companies want to capitalize on those feelings.