Originally, this interview ran on the Rorotoko cover page under the headline
“Healing the dark side of highly complex organizations.”
We highlighted two quotes.
On the first page:
“Leaders with lower levels of toxicity and a mild dose of hyperactivity, narcissism, or antisocial behavior may exhibit some extremely positive and super-functional behaviors, such as extraordinary levels of energy, elevated passion, and a tendency to be highly innovative. The very disorders that implode leaders and destroy organizations may also provide, in ‘lower doses,’ a creative, innovative, and obsessive edge to those who fall on the milder side of the spectrum of toxicity.”
On the second:
“Emotionally intelligent leadership techniques elicit far more positive employee responses, lower the incidences of grievance and lawsuits, and provide an antidote to the employee perception of widespread abuse.”
Spontaneous generation is one of those wrong theories that clutter the basements of the biological sciences and that now look so very obviously wrong that it is hard to see how anyone could have taken them seriously in the first place. Why wouldn’t it occur to anyone that flies might be laying eggs that were too small for us to see? How simple would the crucial experiment be? What I have tried to do in much of my work is to turn this ‘obvious wrongness’ on its head—why, exactly, does it seem so obviously wrong?—and see what the new picture that emerges from that inquiry says about science and our belief in its results.Daryn Lehoux, Interview of November 13, 2017
It’s commonplace to say that humor is subjective, since what’s funny to you might not be funny to me. But humor is also a loaded concept. If you – or your people – have no sense of humor, or the wrong one, that means you’re less rational, tolerant, understanding, or civilized. You don’t get it. Or, worse, you lack something human. Modern Chinese debates about humor were very much caught up with these fundamental questions of value.Christopher Rea, Interview of October 26, 2016
Editor’s note
Originally, this interview ran on the Rorotoko cover page under the headline
“Healing the dark side of highly complex organizations.”
We highlighted two quotes.
On the first page:
“Leaders with lower levels of toxicity and a mild dose of hyperactivity, narcissism, or antisocial behavior may exhibit some extremely positive and super-functional behaviors, such as extraordinary levels of energy, elevated passion, and a tendency to be highly innovative. The very disorders that implode leaders and destroy organizations may also provide, in ‘lower doses,’ a creative, innovative, and obsessive edge to those who fall on the milder side of the spectrum of toxicity.”
On the second:
“Emotionally intelligent leadership techniques elicit far more positive employee responses, lower the incidences of grievance and lawsuits, and provide an antidote to the employee perception of widespread abuse.”