In this HCI Webinar, Dr. Jonathan H. Westover talks with Ab DeWeese about collaborative AI in the workplace.  Ab DeWeese is a a serial entrepreneur, AI educator, and author of Essential AI: Your All-in-One QuickStart to Using AI in Business and the Workplace. He’s also the creator of CollabChat AI, a platform designed to help teams work with AI—and each other—to produce better, more reliable results. In this conversation, we’re diving into what HR leaders need to know about collaborative AI: how it reduces risk, strengthens decision-making, and helps people stay at the center of innovation.  🎙️ New to streaming or looking to level up? Check out StreamYard and get $10 discount! 😍 https://streamyard.com/pal/d/5000388458315776

In today’s fast-evolving and unpredictable business landscape, learning agility has become the defining trait of effective leadership. Unlike traditional intelligence or accumulated knowledge, learning agility is the capacity and willingness to learn from experience, adapt to new situations, and unlearn outdated habits. Agile leaders embrace ambiguity and view challenges as opportunities for growth and innovation. Neuroscience reveals that the adult brain is not fixed but highly malleable through neuroplasticity, enabling leaders to develop new skills and behaviors by rewiring their brains with repeated practice. Highlights 🧠 Learning agility is the ability and willingness to learn from experience, crucial for 21st-century leadership. 🔄 Neuroplasticity proves the adult brain can be rewired and developed through deliberate practice. 💡 Cognitive flexibility helps leaders break mental ruts and embrace new thinking. 🧘 Mindfulness meditation strengthens attention and executive function in a distracted world. 😌 Stress management techniques are essential for maintaining brain function and learning capacity. 🤝 Social learning and psychological safety enhance collaboration and knowledge sharing. 🚀 Neuroscience-informed leadership builds resilient, innovative, and human-centered organizations. Key Insights 🧠 Learning Agility as a Meta Skill: Learning agility transcends intelligence and experience; it’s the foundational skill enabling leaders to continuously update their capabilities and adapt to shifting contexts. This adaptability is essential as industries and technologies evolve rapidly, rendering old skills obsolete. Agile leaders do not just react—they proactively seek new knowledge and perspectives, turning uncertainty into a competitive advantage. 🔄 Neuroplasticity’s Revolutionary Implications for Leadership: The discovery of neuroplasticity overturns the outdated notion that adult brains are fixed. Leaders can physically reshape their neural pathways by practicing new behaviors such as active listening, empathy, and strategic thinking. This means leadership development is not limited by innate talent but is accessible through focused, repeated effort, empowering everyone to grow. 💡 Cognitive Flexibility Breaks Mental Autopilot: The brain’s tendency to conserve energy by relying on established neural pathways can hinder innovation and problem-solving. Cognitive flexibility—actively challenging assumptions and imagining failures (pre-mortems)—forces the brain to forge new circuits, fostering creativity and proactive risk management crucial for modern leadership. 🧘 Attention Management is a Leadership Imperative: In a world overwhelmed by digital distractions, the ability to sustain focused attention is vital. Mindfulness meditation exercises the brain’s attention networks, enhancing executive functions like planning and decision-making. Leaders who cultivate focus can think deeply and make better decisions, giving their organizations a strategic edge. 😌 Stress Impairs Learning and Decision-Making: When stressed, the brain’s executive centers are compromised by cortisol, reducing cognitive capacity and memory formation. Leaders who master stress reduction techniques, such as the physiological sigh, not only improve their own mental clarity but also set a tone for a healthier workplace culture that supports learning and resilience. 🤝 Social Brain Networks Enable Effective Learning: Since the brain evolved in social groups, learning thrives in environments with trust, empathy, and psychological safety. Structures like Google’s peer-to-peer teaching and Pixar’s brain trust exemplify how social learning enhances knowledge dissemination, innovation, and emotional safety, preventing defensiveness and encouraging honest feedback. 🚀 Neuroscience-Informed Leadership Drives Organizational Agility: Applying brain science principles creates workplaces where focus, stress management, empathy, and continuous learning are embedded in the culture. This neuro-informed approach produces more resilient, innovative, and human-centered organizations that can adapt and thrive amid rapid change, unlocking greater collective potential and sustained success. #Neuroleadership #LearningAgility #LeadershipDevelopment #Neuroscience #AdaptiveLeaders OUTLINE: 00:00:00 - The Learning Agility Imperative 00:01:14 - The Neuroplasticity Revolution 00:02:36 - Brain-Based Leadership Strategies 00:04:49 - Social Learning and Feedback Systems 00:06:50 - Building the Learning Organization

Abstract: This article examines how evidence-based neuroscience principles can be leveraged to develop learning agility in organizational leaders. Learning agility—the ability to quickly adapt, learn from experience, and apply new knowledge in changing situations—has become a crucial leadership capability in volatile business environments. Drawing on recent neuroscience research, this paper identifies key brain mechanisms involved in learning agility and translates these insights into practical strategies. The discussion covers neuroplasticity foundations, attention network optimization, stress regulation techniques, and social brain activation approaches. Organizations implementing these neuroscience-informed practices have seen measurable improvements in leadership adaptability, innovation capacity, and organizational resilience. The paper provides a framework for sustainable learning agility development through integrating neuroscience principles into leadership development programs, feedback systems, and organizational learning cultures.

This video transcript explores how toxic behaviors, though often starting as seemingly minor individual actions, can rapidly erode a team’s culture and overall performance if left unchecked. It emphasizes that such negativity isn’t simply a matter of individual choices but is driven by deep psychological mechanisms like social comparison, where team members adapt their behaviors based on what they observe others doing without consequence. The example of Mark, a pessimistic team member whose negativity suppresses creativity and morale, demonstrates how toxicity spreads and impacts team dynamics. The transcript outlines a proactive leadership approach to prevent and address toxicity, centered around four pillars: setting clear behavioral expectations, cultivating psychological safety, conducting regular performance check-ins, and promoting an inclusive, flexible work environment. Ultimately, effective leadership must prioritize culture as the foundation for success, recognizing that tolerating toxic individuals for their technical skills is a failure of leadership. Leaders have the tools to create a resilient, high-performing team culture by setting standards and consistently modeling and enforcing them. Highlights 🌱 Toxic behaviors often start small but can poison the entire team culture. 👀 Social comparison drives the spread of negativity within groups. 💡 Negativity stifles creativity and open communication, harming innovation. 📋 Leaders must set clear and explicit behavioral expectations. 🛡️ Psychological safety is essential for team members to speak up and be vulnerable. 🔄 Frequent, structured feedback is more effective than annual reviews alone. 🌍 Inclusive and flexible workplaces reduce the likelihood of toxic environments. Key Insights 🌿 Minor behaviors have major consequences: The transcript highlights how subtle actions like eye-rolling or quiet gossip, often dismissed by leaders, can accumulate and cause deep cultural damage. This underscores the importance of not ignoring small signs of toxicity, as they are the seeds of larger dysfunction. Leaders must be attentive to micro-behaviors that erode trust and respect. 🔄 Social comparison as a contagion mechanism: Toxic behaviors spread because people observe the consequences—or lack thereof—of others’ actions. If negative behaviors go unchallenged, they become normalized, shifting group norms downward. This insight stresses the need for consistent enforcement of behavioral standards to prevent recalibration toward toxic norms. 🧠 Psychological safety fuels innovation and engagement: When team members fear retaliation or judgment, they self-censor and withdraw, which undermines collaboration and creativity. Leaders creating safe environments encourage open dialogue, vulnerability, and constructive conflict, which are critical for high-performing teams. 📊 Proactive leadership over reactive management: Waiting until toxicity becomes visible or problematic is insufficient. The four pillars outlined—clear expectations, psychological safety, frequent performance management, and inclusivity—require intentional, ongoing effort. This proactive stance helps nip toxicity in the bud before it spreads. 🗣️ Clear, explicit behavioral standards matter: Vague mission statements or posters are ineffective. Behavioral expectations must be defined concretely, openly discussed, and consistently modeled by leaders. This clarity sets a non-negotiable baseline for team conduct and empowers all members to uphold cultural norms. 🔍 Regular check-ins enable timely course correction: Annual reviews are inadequate for managing interpersonal dynamics and culture. Frequent one-on-one or team check-ins allow leaders to identify emerging issues, provide real-time feedback, and support team members in improving behaviors and relationships. 🌈 Inclusivity and flexibility reduce toxicity risk: Rigid, high-pressure environments can exacerbate stress and negative behaviors. A workplace culture that values inclusion, respects diverse perspectives, and allows flexibility supports well-being and resilience, making toxicity less likely to take root. #TeamToxicity #Leadership #PsychologicalSafety #WorkplaceCulture OUTLINE: 00:00:00 - How Toxicity Takes Root 00:00:57 - The Psychology of Contagious Culture 00:01:58 - The Domino Effect in Action 00:03:03 - Four Pillars of a Healthy Team 00:04:01 - It Starts and Ends with You

In this HCI Webinar, Dr. Jonathan H. Westover talks with Cindy Cavoto why “summer break” feels like a myth for working moms. Cynthia Cavoto is a seasoned productivity coach and business strategist who empowers professionals and entrepreneurs to reclaim control of their time and build systems that support sustainable growth. As the founder of Cavoto Coaching & Consulting, she brings a unique blend of project management, digital marketing, and neuroscience-informed coaching to her work. Cynthia works with big-hearted, high-achieving individuals who feel stretched thin and are ready to regain clarity, energy, and purpose in their work and life. Her coaching provides not only strategic guidance but also practical tools—like personalized time management systems, downloadable resources, and tailored accountability structures—to create lasting change. With a warm, intuitive, and results-focused approach, Cynthia helps clients move from overwhelmed to empowered. Her work transforms how people engage with their time, their goals, and themselves—resulting in greater focus, reduced stress, and a life more aligned with what matters most. 🎙️ New to streaming or looking to level up? Check out StreamYard and get $10 discount! 😍 https://streamyard.com/pal/d/5000388458315776

Abstract: This paper examines the critical role human resources (HR) must play in ensuring the successful onboarding, integration and ongoing engagement of a blended workforce comprised of both traditional employees and alternative arrangements like contractors and gig workers. As many organizations adopt this model to increase flexibility and access specialized skills, unique challenges arise that require adept management. The research discusses HR's responsibilities in laying the necessary groundwork through clarifying definitions, expectations and goals upfront, as well as providing inclusive onboarding and interactive programming to nurture unity across worker types over time. The brief also considers HR's role in thoughtfully managing change to maintain continuity of the blended approach. Practical application and examples from industries such as technology, media and consulting that have incorporated blended models demonstrate how proactive guidance from HR on strategic alignment, culture-building and change leadership positions organizations to optimize diverse staffing arrangements, fully realize the potential of this evolving workforce paradigm, and gain competitive advantage.

For decades, organizations have focused heavily on employee engagement, equating it with productivity and business success. However, this approach conflates two distinct concepts: engagement and productivity. Engagement relates to emotional connection, enthusiasm, and commitment, while productivity measures tangible output and results. A highly engaged workforce may still underperform if their energy is misdirected, and conversely, a highly productive employee may lack emotional attachment and loyalty, risking long-term sustainability. The key to creating thriving workplaces lies in satisfying two fundamental human drives: autonomy and purpose. Autonomy gives employees control and ownership over their work, fostering creativity and responsibility, while purpose connects daily tasks to a meaningful, larger mission, transforming work into a calling. Leaders must shift from command-and-control management to empowering and inspiring employees by offering flexibility, involving teams in decision-making, communicating company mission vividly, and continuously measuring the impact of these cultural changes. This dual focus on autonomy and purpose results in higher performance, innovation, and fulfillment, shaping the future workplace where people work because they want to, not because they have to. Highlights 🔥 Engagement and productivity are distinct; emotional connection does not guarantee output. 🤝 Highly engaged teams can still underperform if enthusiasm lacks clear direction. ⚙️ Productive but disengaged workers risk burnout, lack of innovation, and turnover. 🕊️ Autonomy—self-direction and ownership—is critical to intrinsic motivation. 🌟 Purpose connects individual work to a larger mission, inspiring commitment. 💡 Leaders must empower rather than control, fostering autonomy and aligning purpose. 📊 New success metrics should measure autonomy, purpose, innovation, and initiative. Key Insights 🔄 Engagement ≠ Productivity: The common misconception that engaged employees automatically produce better results neglects the complexity of human motivation. Engagement fuels emotional connection but doesn’t ensure efficient or impactful work. This distinction is crucial for leaders to design strategies that address both emotional and output dimensions separately yet cohesively. 😊 The Danger of the “Happily Busy” Team: Teams can exhibit high morale and participation yet deliver subpar results because their enthusiasm is misdirected towards tasks that don’t align with strategic goals. This reveals the importance of clear objectives and prioritization to harness energy effectively. Managers must guide teams to focus on work that drives real business outcomes. ⚡ Transactional Productivity is Unsustainable: Employees who are productive but disengaged operate like machines, hitting targets without emotional investment. While this can yield short-term gains, it undermines collaboration, innovation, and retention. Such workers are less likely to support organizational growth beyond their core responsibilities, highlighting the need to cultivate deeper connection. 🕊️ Autonomy as a Catalyst for Ownership: The innate human desire for self-direction transforms how employees relate to their work. Granting autonomy—control over schedules, methods, and decision-making—shifts employees from compliance to ownership. This autonomy sparks creativity, accountability, and intrinsic motivation, crucial for sustained high performance in dynamic environments. 🌍 Purpose Provides Meaning and Direction: Employees need to understand how their individual contributions fit into a larger narrative. Purpose transforms routine tasks into meaningful work, enhancing commitment and resilience. Clear, frequent communication about mission and impact bridges the gap between daily efforts and organizational goals, turning work into a source of fulfillment. 🤝 Leadership’s Role in Empowerment: Effective leadership today requires a paradigm shift from directing to facilitating. Leaders must learn to “let go” by offering flexibility, involving employees in planning, and encouraging problem-solving rather than mere task completion. This empowerment fosters trust, engagement, and innovation, positioning organizations to adapt and thrive. 📈 Measuring What Matters: Traditional metrics focused on engagement scores or output volumes are insufficient. Organizations need to implement ongoing feedback mechanisms that assess autonomy, sense of purpose, innovation levels, and employee initiative. These measures provide a more comprehensive view of workforce health and predict long-term success better than conventional surveys. #EngagementVsProductivity #Autonomy #Purpose #Leadership #WorkplaceProductivity OUTLINE: 00:00:00 - The Engagement Illusion 00:00:56 - When Enthusiasm Isn't Enough 00:01:52 - The Twin Engines of Success 00:03:11 - Practical Implementation 00:04:00 - Measurement and Future Vision

Abstract: This article explores how applying Maslow's classic hierarchy of needs theory to company culture can help optimize employee engagement, retention, and performance. Abraham Maslow's principles of motivation posit that lower-level physiological and safety needs must be reasonably satisfied before individuals strongly pursue higher psychological needs. Translating this to the workplace, the brief discusses how organizations must first address basic compensation, benefits, and job security before focusing on cultural initiatives targeting belonging, esteem, and self-actualization needs. Through a balanced, multi-level approach and industry examples, practical applications are provided for fulfilling each level of the hierarchy within company culture. Viewing cultural strategies through Maslow's lens can guide balanced initiatives meeting all employee motivation levels. When needs across the full hierarchy are supported, staff feel empowered to bring their best selves and abilities to their roles.