Leyton's mother stated, 'None of the boys in that school accepted him. They told him they would never accept him for the way he spoke. He was a sassy speaker, more feminine - not the 'hard boy' type. This wasn't going on for just a little while.'
Reifschneider said he tries to think about a moment when he helped someone, even if it's something mundane like pulling up behind a driver who ran out of gas. He's encouraged his fellow police officers to also reflect on a good deed.
Drivers were delivering packages in deadly heat with no air conditioning; part-time employees, the majority of UPS' workforce, have been unable to receive benefits. Wages aren't rising at the same rate as the cost of living.
"Brooklyn has always been a place where movement is part of daily life. But today, Brooklynites, like all New Yorkers, are moving less, feeling more isolated and dealing with elevated rates of chronic diseases."
Social anxiety and depression had other plans, leaving me in an ugly cycle of self-isolation and rumination. Terrified of rejection, I'd meet someone interesting during one of my English lectures and invite them out for frozen yogurt in my head.
In the practice of psychiatry, we like to think we have better radar than most doctors for identifying incoherent thinking in our fellow humans. Incoherence is one of the crucial signs for potential disasters in the central nervous system-delirium, psychosis, mania, intoxication, stroke, encephalitis. And yet, now in the waning years of my career, I confess that I've practiced this skill of identifying incoherent thinking with only the vaguest definition of coherence, and no measure.
In the early 20th century, sociologist Max Weber noted that sweeping industrialization would transform how societies worked. As small, informal operations gave way to large, complex organizations with clearly defined roles and responsibilities, leaders would need to rely less on tradition and charisma, and more on organization and rationality. He also foresaw that jobs would need to be broken down into specialized tasks and governed by a system of hierarchy,
In this issue of the HBR Executive Agenda, editor at large Adi Ignatius talks to Harvard Business School professor Ranjay Gulati about how leaders can act with clarity amid rising social tension and rapid technological change.
People say it takes a village to do difficult things: raise a child, sustain a community, build a barn. But we don't often talk a lot about what it takes to be a villager. What does it mean to not just be in a community, but to help create one? Priya Parker, author of The Art of Gathering: How We Meet and Why It Matters, says the key is to put yourself out there, even if it's scary.
The air feels heavier. And the struggles are changing shape. Beyond my office walls, the world is shifting, and my clients sense the tremors. The things they once trusted, global order, democratic norms, and even their own personal safety, no longer feel solid. They feel brittle, as if one strong wind could bring it all down. And what they're sensing isn't imagined.
