Competition changes your brain, and normal methods of conflict resolution don’t work. Instead, use these three strategies.
In every organization, there’s a handful of people who everyone else goes to for advice. They know how to manage people. They know how to win and establish trust. They know how to turn adversaries into allies. They’re able to seemingly adopt a neutral stance when conflicts arise.
From the Cola Wars to the battle between long-distance carriers, we take a look at some of the biggest business rivalries in recent history.
You’re paused in the soda aisle at the grocery store or on your way into work, in search of your morning latte. Coke versus Pepsi, Dunkin’ Donuts versus Starbucks—which brand do you choose? For you, it’s a split-second decision shaped by years of habit and brand marketing. But for the rival companies, understanding and shaping that decision is a daily obsession that involves thousands of employees and costs billions.
And their companies aren’t always doing too hot, either.
Discovery Communications’ stock fell 24% last year, but its CEO still made $156.1 million. It’s a number so astronomical that it seems abstract—until you compare it to what a typical employee at the company makes. CEO David Zaslav makes 2,282 times more than the people who worked behind the scenes to bring you Shark Week.
Regulators in the European Union hope to spur local innovation while pushing back against Google, Facebook, and Amazon.
The European Commission—the executive body of the E.U.—wants to supercharge its sluggish startup scene and cultivate a generation of Skypes that don’t emigrate to America.
The pioneering “no brand” brand views design as a solution for problems we encounter daily.
With around 400 stores in Japan alone, and another 300 operating internationally, housewares brand Muji shows no signs of slowing its rapid clip of expansion. For the past 35 years, the company has unwaveringly remained faithful to its philosophy of functional, quality design offered at a reasonable price and plans to stay the course for the next 35 years. But in a climate that constantly celebrates novelty, how can Muji continue to thrive?
The New York design duo talks to Co.Design about why they finally decided to upgrade their digs.
When most design firms change offices, they set up an address forward. But when Stefan Sagmeister & Jessica Walsh of the eponymous Sagmeister & Walsh were finally driven out of their New York offices by vermin and cockroaches, they set up shop in the Flatiron district and announced the change of address with their own eccentric panache: stripping down naked, getting dirty, and covering themselves in bugs.
The Harvard law professor says America’s political system needs an emergency intervention. Can he pull it off?
Over the last 20 years of talking about the problem of big money in politics, Congress hasn’t actually voted to do anything about it, and it’s unlikely that they will anytime soon. So Harvard University law professor Lawrence Lessig has cooked up a crazy plan to force some change: He’s trying to crowdfund a presidential campaign focused on the single issue of campaign finance reform.
The floatee gets a makeover, thanks to Kingii.
If you abide by the mantra of safety first, consider the Kingii, a gadget that will rocket a struggling swimmer above water, courtesy of a CO2-filled balloon.
We’re still missing some of the best ideas.
Even today, predictions of the future feature flying cars, Blade Runner-style advertising hoardings, and other conspicuous technology. But in the August 1925 issue of Popular Science magazine, then-president of the Architectural League of New York, Harvey W. Corbett, not only made uncannily-accurate forecasts of today’s cities, he had some design ideas which are finally beginning to become real.
The Amazon chief responds to a New York Times article critiquing working conditions at the company.
Over the weekend, the New York Times published a deep dive into working practices at Amazon, alleging that many of the company’s current and former employees “tried to reconcile the sometimes-punishing aspects of their workplace with what many called its thrilling power to create.” One former employee told the Times that he regularly saw coworkers crying at their desks.
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