How does the lofty sounding notion of human dignity fit into the leadership mix for companies today, regardless of size or type of business?

In an extended internet radio interview, Linda Dunkel explores that important question at a very critical time, with more and more people exploring how to blend what they value with what they do for a living.
Linda also explores important leadership lessons learned at the helm of a dynamic and non-traditional organization — Interaction Associates.

We live in a curious time and certainly in business, this is one of the most challenging economies in anyone’s memory. There are negative indicators everywhere and nearly every company is challenged with adapting to operating amid great, though perhaps not permanent, uncertainty and shifting markets. Approval ratings for leaders and others in positions of authority— in every arena — at a dramatically low point.

A recent Psychology Today article on workplace kindness examines a number of views and demonstrates how the word kindness itself can seem soft to many people in business. Perhaps with a precise definition and some important context, more people would agree that there's strategic value in workplace kindness. Let’s take a closer look.

President Obama is teaching important lessons to new leaders challenged with spearheading critical change efforts. His decisive actions from the time of his November election victory until now offer great pointers for how leaders can step into power and lay a solid foundation for success.

Writing recently in the New York Times ("It May Be a Good Job, but Is It 'Good Work'?", 11/16/08), Daniel Goleman explored ideas about what makes work fulfilling recently championed by Howard Gardner, William Damon and Mihaly Czikszentmihalyi. Three factors come into play — excellence, ethics, and engagement.

Interaction Associates works with leaders globally to develop inclusive, facilitative, and collaborative leadership practices. Facilitative Leaders have the ability to build agreements among deeply entrenched factions with differing interests. This is as badly-needed in the global business organization as it is on the world stage.

Change brings with it anxiety, excitement, and a desire to know and affect our future. Yet when it comes to predicting how we will feel when the change is accomplished, we are not very accurate. Sometimes we believe we will experience pure joy, and other times, extreme conflict — what makes us think we can know this feeling ahead of time? Let's look at an example of change in the workplace that illustrates what I mean.

IA's involvement with the Bali Institute for Global Renewal — and specifically with its annual conference — exemplifies our company’s intention to help promote global peace and understanding.

The other night I stumbled on a documentary on TV about Daniel Pearl, the reporter who was gruesomely murdered in Pakistan in 2002. I was immediately pulled into the incredible account of the people who were touched by that horrific event. In one interview, Pearl's wife Mariane, who was pregnant with the couple's first child when Daniel was killed, explained that her act of resistance since the loss of her husband has been to refuse to be bitter. Pearl's parents started a foundation for understanding among religions in response to their son's slaughter.