One of the most-linked topics I've seen this week is Clayton Christensen's Harvard Business Review article and David Brooks' New York Times op-ed response. If you haven't read them, go do it now. What immediately struck me about Christensen's address to the HBS graduates was its genesis as a request from the students for Christensen to advise them on their personal lives instead of their careers. No less striking was the context Brooks (and even the HBR editors) placed on Christensen's religious viewpoint and its influence on his advice. Both of these highlight the prevalence of fractured lives; of strict demarcation between business and personal, between secular and religious.
In his "Work Matters" blog at Psychology Today, Robert I. Sutton, author of "The No Asshole Rule," asserts detachment can be as important as passion for maintaining well-being. Sutton presents two main reasons: 1) human cognitive limits prevent us from being fully passionate about everything we do, so we need to be indifferent about things that don't matter; and 2) passion is a recipe for self-destruction if you are in a poisonous setting, so exercising detachment is necessary for self-preservation.
Sutton also discusses change management consultant Ann Michael's idea that passion can blind one to the big picture and be confused for license to be a jerk. He points to David Maister's confession of being an asshole when he "got overexcited and overenthused on a topic."
Passion is a hallmark of the Inner Purpose in my 7 Purposes of Wellness model. Here is an excerpt from my Introduction to Purpose eBook:
David Yamada of Suffolk University Law School has recently posted a thoughtful and stimulating article to SSRN. It bears the title "Therapeutic Jurisprudence and the Practice of Legal Scholarship". The article is to be published in the University of Memphis Law Review. The article makes a novel, creative and important contribution to the expansion of TJ scholarship – examining how a TJ analysis can improve legal scholarship and at the same time promote a more rewarding experience for those involved in it.
I do not intend to repeat the contents of the article – I encourage you to read it in full. What follows are a few observations and some highlights from the article.
Over at Minding the Workplace, David Yamada comments on the Kevin Kannemer's statement that "I prefer to work with people who have dealt with adversity and arisen from brokenness. Those who have never been tested cannot be trusted." Prof. Yamada mentions the value of resilience and the lessons learned from adversity. He says, "And oh how I wish we could learn the lessons of those challenges without the struggle and pain."