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What happens when you can’t keep your thoughts to yourself?
The new technologies of brain-AI interfaces have profound implications for human society. Current technology using devices inserted to the inside of the skull allow paralysed people to manipulate objectives and even speak through AI-assisted machines. It’s already possible to capture frequently occurring patterns of neurons to make things happen, even before the person is aware of having made the choice or become consciously aware. And we are at a similar place in these technologies to where computing was when it took a whole room of components to do a fraction of what can now be done on a single mobile phone.
Strategic thinking is both an art and a skill. It is more associated with individuals than with teams, but teams can build collective strategic thinking capability. This exercise combines strategic and systemic perspectives
Illusory truth theory describes the phenomenon, by which people gradually accept a statement, which we initially reject, as true, if it is repeated often enough. To economise effort, our brains dampen down our reactions to any stimulus that is repeated, be that physical, intellectual or emotional. The downside of doing so is that we get acclimatised to things that may be harmful, including ideas.
I once went through a battery of psychometric tests with one of the leading psychology consultancies. I wanted to understand them from the perspective of the client experience. For a lot of the questions, I found myself saying “From this perspective, I’d answer X; but from another perspective, I’d answer Y”. Clearly frustrated, the psychologist told me that my personality was too complicated for diagnosis!
Manfred Kets de Vries, at INSEAD, the French business school, is a veteran of team coaching and an authority on the psychology of both coaching and group dynamics. His latest book, The Path to Individual and Organizational Transformation (Palgrave, 2025) contains many nuggets, but I was particularly struck by a list of 25 key benefits that executive teams perceive from team coaching. These range from identifying hidden conflict to clarifying roles and deeper understanding of team challenges, to aligning team norms with an accountability structure. It’s a valuable checklist to apply when engaging with a team, to answer the question: “What would you like team coaching to do for you as a team?”
The work of the Coach Maturity Research Group demonstrates conclusively that the more mature coaches become in their practice, the more they blend coaching and mentoring.
COURSE OVERVIEW Prof David Clutterbuck is delighted to partner with CRFT Productions and LinkedIn Learning to bring you this short introductory course...
