• Four science-based rules that will make your conversations flow

    One of the four pillars of good conversation is levity. You needn’t be a comedian, you can but have some funTetra Images, LLC/Alamy
    Conversation lies at the heart of our relationships – yet many of us find it surprisingly hard to talk to others. We may feel anxious at the thought of making small talk with strangers and struggle to connect with the people who are closest to us. If that sounds familiar, Alison Wood Brooks hopes to help. She is a professor at Harvard Business School, where she teaches an oversubscribed course called “TALK: How to talk gooder in business and life”, and the author of a new book, Talk: The science of conversation and the art of being ourselves. Both offer four key principles for more meaningful exchanges. Conversations are inherently unpredictable, says Wood Brooks, but they follow certain rules – and knowing their architecture makes us more comfortable with what is outside of our control. New Scientist asked her about the best ways to apply this research to our own chats.
    David Robson: Talking about talking feels quite meta. Do you ever find yourself critiquing your own performance?
    Alison Wood Brooks: There are so many levels of “meta-ness”. I have often felt like I’m floating over the room, watching conversations unfold, even as I’m involved in them myself. I teach a course at Harvard, andall get to experience this feeling as well. There can be an uncomfortable period of hypervigilance, but I hope that dissipates over time as they develop better habits. There is a famous quote from Charlie Parker, who was a jazz saxophonist. He said something like, “Practise, practise, practise, and then when you get on stage, let it all go and just wail.” I think that’s my approach to conversation. Even when you’re hyper-aware of conversation dynamics, you have to remember the true delight of being with another human mind, and never lose the magic of being together. Think ahead, but once you’re talking, let it all go and just wail.

    Reading your book, I learned that a good way to enliven a conversation is to ask someone why they are passionate about what they do. So, where does your passion for conversation come from?
    I have two answers to this question. One is professional. Early in my professorship at Harvard, I had been studying emotions by exploring how people talk about their feelings and the balance between what we feel inside and how we express that to others. And I realised I just had this deep, profound interest in figuring out how people talk to each other about everything, not just their feelings. We now have scientific tools that allow us to capture conversations and analyse them at large scale. Natural language processing, machine learning, the advent of AI – all this allows us to take huge swathes of transcript data and process it much more efficiently.

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    Sign up to newsletter

    The personal answer is that I’m an identical twin, and I spent my whole life, from the moment I opened my newborn eyes, existing next to a person who’s an exact copy of myself. It was like observing myself at very close range, interacting with the world, interacting with other people. I could see when she said and did things well, and I could try to do that myself. And I saw when her jokes failed, or she stumbled over her words – I tried to avoid those mistakes. It was a very fortunate form of feedback that not a lot of people get. And then, as a twin, you’ve got this person sharing a bedroom, sharing all your clothes, going to all the same parties and playing on the same sports teams, so we were just constantly in conversation with each other. You reached this level of shared reality that is so incredible, and I’ve spent the rest of my life trying to help other people get there in their relationships, too.
    “TALK” cleverly captures your framework for better conversations: topics, asking, levity and kindness. Let’s start at the beginning. How should we decide what to talk about?
    My first piece of advice is to prepare. Some people do this naturally. They already think about the things that they should talk about with somebody before they see them. They should lean into this habit. Some of my students, however, think it’s crazy. They think preparation will make the conversation seem rigid and forced and overly scripted. But just because you’ve thought ahead about what you might talk about doesn’t mean you have to talk about those things once the conversation is underway. It does mean, however, that you always have an idea waiting for you when you’re not sure what to talk about next. Having just one topic in your back pocket can help you in those anxiety-ridden moments. It makes things more fluent, which is important for establishing a connection. Choosing a topic is not only important at the start of a conversation. We’re constantly making decisions about whether we should stay on one subject, drift to something else or totally shift gears and go somewhere wildly different.
    Sometimes the topic of conversation is obvious. Even then, knowing when to switch to a new one can be trickyMartin Parr/Magnum Photos
    What’s your advice when making these decisions?
    There are three very clear signs that suggest that it’s time to switch topics. The first is longer mutual pauses. The second is more uncomfortable laughter, which we use to fill the space that we would usually fill excitedly with good content. And the third sign is redundancy. Once you start repeating things that have already been said on the topic, it’s a sign that you should move to something else.
    After an average conversation, most people feel like they’ve covered the right number of topics. But if you ask people after conversations that didn’t go well, they’ll more often say that they didn’t talk about enough things, rather than that they talked about too many things. This suggests that a common mistake is lingering too long on a topic after you’ve squeezed all the juice out of it.
    The second element of TALK is asking questions. I think a lot of us have heard the advice to ask more questions, yet many people don’t apply it. Why do you think that is?
    Many years of research have shown that the human mind is remarkably egocentric. Often, we are so focused on our own perspective that we forget to even ask someone else to share what’s in their mind. Another reason is fear. You’re interested in the other person, and you know you should ask them questions, but you’re afraid of being too intrusive, or that you will reveal your own incompetence, because you feel you should know the answer already.

    What kinds of questions should we be asking – and avoiding?
    In the book, I talk about the power of follow-up questions that build on anything that your partner has just said. It shows that you heard them, that you care and that you want to know more. Even one follow-up question can springboard us away from shallow talk into something deeper and more meaningful.
    There are, however, some bad patterns of question asking, such as “boomerasking”. Michael Yeomansand I have a recent paper about this, and oh my gosh, it’s been such fun to study. It’s a play on the word boomerang: it comes back to the person who threw it. If I ask you what you had for breakfast, and you tell me you had Special K and banana, and then I say, “Well, let me tell you about my breakfast, because, boy, was it delicious” – that’s boomerasking. Sometimes it’s a thinly veiled way of bragging or complaining, but sometimes I think people are genuinely interested to hear from their partner, but then the partner’s answer reminds them so much of their own life that they can’t help but start sharing their perspective. In our research, we have found that this makes your partner feel like you weren’t interested in their perspective, so it seems very insincere. Sharing your own perspective is important. It’s okay at some point to bring the conversation back to yourself. But don’t do it so soon that it makes your partner feel like you didn’t hear their answer or care about it.
    Research by Alison Wood Brooks includes a recent study on “boomerasking”, a pitfall you should avoid to make conversations flowJanelle Bruno
    What are the benefits of levity?
    When we think of conversations that haven’t gone well, we often think of moments of hostility, anger or disagreement, but a quiet killer of conversation is boredom. Levity is the antidote. These small moments of sparkle or fizz can pull us back in and make us feel engaged with each other again.
    Our research has shown that we give status and respect to people who make us feel good, so much so that in a group of people, a person who can land even one appropriate joke is more likely to be voted as the leader. And the joke doesn’t even need to be very funny! It’s the fact that they were confident enough to try it and competent enough to read the room.
    Do you have any practical steps that people can apply to generate levity, even if they’re not a natural comedian?
    Levity is not just about being funny. In fact, aiming to be a comedian is not the right goal. When we watch stand-up on Netflix, comedians have rehearsed those jokes and honed them and practised them for a long time, and they’re delivering them in a monologue to an audience. It’s a completely different task from a live conversation. In real dialogue, what everybody is looking for is to feel engaged, and that doesn’t require particularly funny jokes or elaborate stories. When you see opportunities to make it fun or lighten the mood, that’s what you need to grab. It can come through a change to a new, fresh topic, or calling back to things that you talked about earlier in the conversation or earlier in your relationship. These callbacks – which sometimes do refer to something funny – are such a nice way of showing that you’ve listened and remembered. A levity move could also involve giving sincere compliments to other people. When you think nice things, when you admire someone, make sure you say it out loud.

    This brings us to the last element of TALK: kindness. Why do we so often fail to be as kind as we would like?
    Wobbles in kindness often come back to our egocentrism. Research shows that we underestimate how much other people’s perspectives differ from our own, and we forget that we have the tools to ask other people directly in conversation for their perspective. Being a kinder conversationalist is about trying to focus on your partner’s perspective and then figuring what they need and helping them to get it.
    Finally, what is your number one tip for readers to have a better conversation the next time they speak to someone?
    Every conversation is surprisingly tricky and complex. When things don’t go perfectly, give yourself and others more grace. There will be trips and stumbles and then a little grace can go very, very far.
    Topics:
    #four #sciencebased #rules #that #will
    Four science-based rules that will make your conversations flow
    One of the four pillars of good conversation is levity. You needn’t be a comedian, you can but have some funTetra Images, LLC/Alamy Conversation lies at the heart of our relationships – yet many of us find it surprisingly hard to talk to others. We may feel anxious at the thought of making small talk with strangers and struggle to connect with the people who are closest to us. If that sounds familiar, Alison Wood Brooks hopes to help. She is a professor at Harvard Business School, where she teaches an oversubscribed course called “TALK: How to talk gooder in business and life”, and the author of a new book, Talk: The science of conversation and the art of being ourselves. Both offer four key principles for more meaningful exchanges. Conversations are inherently unpredictable, says Wood Brooks, but they follow certain rules – and knowing their architecture makes us more comfortable with what is outside of our control. New Scientist asked her about the best ways to apply this research to our own chats. David Robson: Talking about talking feels quite meta. Do you ever find yourself critiquing your own performance? Alison Wood Brooks: There are so many levels of “meta-ness”. I have often felt like I’m floating over the room, watching conversations unfold, even as I’m involved in them myself. I teach a course at Harvard, andall get to experience this feeling as well. There can be an uncomfortable period of hypervigilance, but I hope that dissipates over time as they develop better habits. There is a famous quote from Charlie Parker, who was a jazz saxophonist. He said something like, “Practise, practise, practise, and then when you get on stage, let it all go and just wail.” I think that’s my approach to conversation. Even when you’re hyper-aware of conversation dynamics, you have to remember the true delight of being with another human mind, and never lose the magic of being together. Think ahead, but once you’re talking, let it all go and just wail. Reading your book, I learned that a good way to enliven a conversation is to ask someone why they are passionate about what they do. So, where does your passion for conversation come from? I have two answers to this question. One is professional. Early in my professorship at Harvard, I had been studying emotions by exploring how people talk about their feelings and the balance between what we feel inside and how we express that to others. And I realised I just had this deep, profound interest in figuring out how people talk to each other about everything, not just their feelings. We now have scientific tools that allow us to capture conversations and analyse them at large scale. Natural language processing, machine learning, the advent of AI – all this allows us to take huge swathes of transcript data and process it much more efficiently. Receive a weekly dose of discovery in your inbox. Sign up to newsletter The personal answer is that I’m an identical twin, and I spent my whole life, from the moment I opened my newborn eyes, existing next to a person who’s an exact copy of myself. It was like observing myself at very close range, interacting with the world, interacting with other people. I could see when she said and did things well, and I could try to do that myself. And I saw when her jokes failed, or she stumbled over her words – I tried to avoid those mistakes. It was a very fortunate form of feedback that not a lot of people get. And then, as a twin, you’ve got this person sharing a bedroom, sharing all your clothes, going to all the same parties and playing on the same sports teams, so we were just constantly in conversation with each other. You reached this level of shared reality that is so incredible, and I’ve spent the rest of my life trying to help other people get there in their relationships, too. “TALK” cleverly captures your framework for better conversations: topics, asking, levity and kindness. Let’s start at the beginning. How should we decide what to talk about? My first piece of advice is to prepare. Some people do this naturally. They already think about the things that they should talk about with somebody before they see them. They should lean into this habit. Some of my students, however, think it’s crazy. They think preparation will make the conversation seem rigid and forced and overly scripted. But just because you’ve thought ahead about what you might talk about doesn’t mean you have to talk about those things once the conversation is underway. It does mean, however, that you always have an idea waiting for you when you’re not sure what to talk about next. Having just one topic in your back pocket can help you in those anxiety-ridden moments. It makes things more fluent, which is important for establishing a connection. Choosing a topic is not only important at the start of a conversation. We’re constantly making decisions about whether we should stay on one subject, drift to something else or totally shift gears and go somewhere wildly different. Sometimes the topic of conversation is obvious. Even then, knowing when to switch to a new one can be trickyMartin Parr/Magnum Photos What’s your advice when making these decisions? There are three very clear signs that suggest that it’s time to switch topics. The first is longer mutual pauses. The second is more uncomfortable laughter, which we use to fill the space that we would usually fill excitedly with good content. And the third sign is redundancy. Once you start repeating things that have already been said on the topic, it’s a sign that you should move to something else. After an average conversation, most people feel like they’ve covered the right number of topics. But if you ask people after conversations that didn’t go well, they’ll more often say that they didn’t talk about enough things, rather than that they talked about too many things. This suggests that a common mistake is lingering too long on a topic after you’ve squeezed all the juice out of it. The second element of TALK is asking questions. I think a lot of us have heard the advice to ask more questions, yet many people don’t apply it. Why do you think that is? Many years of research have shown that the human mind is remarkably egocentric. Often, we are so focused on our own perspective that we forget to even ask someone else to share what’s in their mind. Another reason is fear. You’re interested in the other person, and you know you should ask them questions, but you’re afraid of being too intrusive, or that you will reveal your own incompetence, because you feel you should know the answer already. What kinds of questions should we be asking – and avoiding? In the book, I talk about the power of follow-up questions that build on anything that your partner has just said. It shows that you heard them, that you care and that you want to know more. Even one follow-up question can springboard us away from shallow talk into something deeper and more meaningful. There are, however, some bad patterns of question asking, such as “boomerasking”. Michael Yeomansand I have a recent paper about this, and oh my gosh, it’s been such fun to study. It’s a play on the word boomerang: it comes back to the person who threw it. If I ask you what you had for breakfast, and you tell me you had Special K and banana, and then I say, “Well, let me tell you about my breakfast, because, boy, was it delicious” – that’s boomerasking. Sometimes it’s a thinly veiled way of bragging or complaining, but sometimes I think people are genuinely interested to hear from their partner, but then the partner’s answer reminds them so much of their own life that they can’t help but start sharing their perspective. In our research, we have found that this makes your partner feel like you weren’t interested in their perspective, so it seems very insincere. Sharing your own perspective is important. It’s okay at some point to bring the conversation back to yourself. But don’t do it so soon that it makes your partner feel like you didn’t hear their answer or care about it. Research by Alison Wood Brooks includes a recent study on “boomerasking”, a pitfall you should avoid to make conversations flowJanelle Bruno What are the benefits of levity? When we think of conversations that haven’t gone well, we often think of moments of hostility, anger or disagreement, but a quiet killer of conversation is boredom. Levity is the antidote. These small moments of sparkle or fizz can pull us back in and make us feel engaged with each other again. Our research has shown that we give status and respect to people who make us feel good, so much so that in a group of people, a person who can land even one appropriate joke is more likely to be voted as the leader. And the joke doesn’t even need to be very funny! It’s the fact that they were confident enough to try it and competent enough to read the room. Do you have any practical steps that people can apply to generate levity, even if they’re not a natural comedian? Levity is not just about being funny. In fact, aiming to be a comedian is not the right goal. When we watch stand-up on Netflix, comedians have rehearsed those jokes and honed them and practised them for a long time, and they’re delivering them in a monologue to an audience. It’s a completely different task from a live conversation. In real dialogue, what everybody is looking for is to feel engaged, and that doesn’t require particularly funny jokes or elaborate stories. When you see opportunities to make it fun or lighten the mood, that’s what you need to grab. It can come through a change to a new, fresh topic, or calling back to things that you talked about earlier in the conversation or earlier in your relationship. These callbacks – which sometimes do refer to something funny – are such a nice way of showing that you’ve listened and remembered. A levity move could also involve giving sincere compliments to other people. When you think nice things, when you admire someone, make sure you say it out loud. This brings us to the last element of TALK: kindness. Why do we so often fail to be as kind as we would like? Wobbles in kindness often come back to our egocentrism. Research shows that we underestimate how much other people’s perspectives differ from our own, and we forget that we have the tools to ask other people directly in conversation for their perspective. Being a kinder conversationalist is about trying to focus on your partner’s perspective and then figuring what they need and helping them to get it. Finally, what is your number one tip for readers to have a better conversation the next time they speak to someone? Every conversation is surprisingly tricky and complex. When things don’t go perfectly, give yourself and others more grace. There will be trips and stumbles and then a little grace can go very, very far. Topics: #four #sciencebased #rules #that #will
    WWW.NEWSCIENTIST.COM
    Four science-based rules that will make your conversations flow
    One of the four pillars of good conversation is levity. You needn’t be a comedian, you can but have some funTetra Images, LLC/Alamy Conversation lies at the heart of our relationships – yet many of us find it surprisingly hard to talk to others. We may feel anxious at the thought of making small talk with strangers and struggle to connect with the people who are closest to us. If that sounds familiar, Alison Wood Brooks hopes to help. She is a professor at Harvard Business School, where she teaches an oversubscribed course called “TALK: How to talk gooder in business and life”, and the author of a new book, Talk: The science of conversation and the art of being ourselves. Both offer four key principles for more meaningful exchanges. Conversations are inherently unpredictable, says Wood Brooks, but they follow certain rules – and knowing their architecture makes us more comfortable with what is outside of our control. New Scientist asked her about the best ways to apply this research to our own chats. David Robson: Talking about talking feels quite meta. Do you ever find yourself critiquing your own performance? Alison Wood Brooks: There are so many levels of “meta-ness”. I have often felt like I’m floating over the room, watching conversations unfold, even as I’m involved in them myself. I teach a course at Harvard, and [my students] all get to experience this feeling as well. There can be an uncomfortable period of hypervigilance, but I hope that dissipates over time as they develop better habits. There is a famous quote from Charlie Parker, who was a jazz saxophonist. He said something like, “Practise, practise, practise, and then when you get on stage, let it all go and just wail.” I think that’s my approach to conversation. Even when you’re hyper-aware of conversation dynamics, you have to remember the true delight of being with another human mind, and never lose the magic of being together. Think ahead, but once you’re talking, let it all go and just wail. Reading your book, I learned that a good way to enliven a conversation is to ask someone why they are passionate about what they do. So, where does your passion for conversation come from? I have two answers to this question. One is professional. Early in my professorship at Harvard, I had been studying emotions by exploring how people talk about their feelings and the balance between what we feel inside and how we express that to others. And I realised I just had this deep, profound interest in figuring out how people talk to each other about everything, not just their feelings. We now have scientific tools that allow us to capture conversations and analyse them at large scale. Natural language processing, machine learning, the advent of AI – all this allows us to take huge swathes of transcript data and process it much more efficiently. Receive a weekly dose of discovery in your inbox. Sign up to newsletter The personal answer is that I’m an identical twin, and I spent my whole life, from the moment I opened my newborn eyes, existing next to a person who’s an exact copy of myself. It was like observing myself at very close range, interacting with the world, interacting with other people. I could see when she said and did things well, and I could try to do that myself. And I saw when her jokes failed, or she stumbled over her words – I tried to avoid those mistakes. It was a very fortunate form of feedback that not a lot of people get. And then, as a twin, you’ve got this person sharing a bedroom, sharing all your clothes, going to all the same parties and playing on the same sports teams, so we were just constantly in conversation with each other. You reached this level of shared reality that is so incredible, and I’ve spent the rest of my life trying to help other people get there in their relationships, too. “TALK” cleverly captures your framework for better conversations: topics, asking, levity and kindness. Let’s start at the beginning. How should we decide what to talk about? My first piece of advice is to prepare. Some people do this naturally. They already think about the things that they should talk about with somebody before they see them. They should lean into this habit. Some of my students, however, think it’s crazy. They think preparation will make the conversation seem rigid and forced and overly scripted. But just because you’ve thought ahead about what you might talk about doesn’t mean you have to talk about those things once the conversation is underway. It does mean, however, that you always have an idea waiting for you when you’re not sure what to talk about next. Having just one topic in your back pocket can help you in those anxiety-ridden moments. It makes things more fluent, which is important for establishing a connection. Choosing a topic is not only important at the start of a conversation. We’re constantly making decisions about whether we should stay on one subject, drift to something else or totally shift gears and go somewhere wildly different. Sometimes the topic of conversation is obvious. Even then, knowing when to switch to a new one can be trickyMartin Parr/Magnum Photos What’s your advice when making these decisions? There are three very clear signs that suggest that it’s time to switch topics. The first is longer mutual pauses. The second is more uncomfortable laughter, which we use to fill the space that we would usually fill excitedly with good content. And the third sign is redundancy. Once you start repeating things that have already been said on the topic, it’s a sign that you should move to something else. After an average conversation, most people feel like they’ve covered the right number of topics. But if you ask people after conversations that didn’t go well, they’ll more often say that they didn’t talk about enough things, rather than that they talked about too many things. This suggests that a common mistake is lingering too long on a topic after you’ve squeezed all the juice out of it. The second element of TALK is asking questions. I think a lot of us have heard the advice to ask more questions, yet many people don’t apply it. Why do you think that is? Many years of research have shown that the human mind is remarkably egocentric. Often, we are so focused on our own perspective that we forget to even ask someone else to share what’s in their mind. Another reason is fear. You’re interested in the other person, and you know you should ask them questions, but you’re afraid of being too intrusive, or that you will reveal your own incompetence, because you feel you should know the answer already. What kinds of questions should we be asking – and avoiding? In the book, I talk about the power of follow-up questions that build on anything that your partner has just said. It shows that you heard them, that you care and that you want to know more. Even one follow-up question can springboard us away from shallow talk into something deeper and more meaningful. There are, however, some bad patterns of question asking, such as “boomerasking”. Michael Yeomans [at Imperial College London] and I have a recent paper about this, and oh my gosh, it’s been such fun to study. It’s a play on the word boomerang: it comes back to the person who threw it. If I ask you what you had for breakfast, and you tell me you had Special K and banana, and then I say, “Well, let me tell you about my breakfast, because, boy, was it delicious” – that’s boomerasking. Sometimes it’s a thinly veiled way of bragging or complaining, but sometimes I think people are genuinely interested to hear from their partner, but then the partner’s answer reminds them so much of their own life that they can’t help but start sharing their perspective. In our research, we have found that this makes your partner feel like you weren’t interested in their perspective, so it seems very insincere. Sharing your own perspective is important. It’s okay at some point to bring the conversation back to yourself. But don’t do it so soon that it makes your partner feel like you didn’t hear their answer or care about it. Research by Alison Wood Brooks includes a recent study on “boomerasking”, a pitfall you should avoid to make conversations flowJanelle Bruno What are the benefits of levity? When we think of conversations that haven’t gone well, we often think of moments of hostility, anger or disagreement, but a quiet killer of conversation is boredom. Levity is the antidote. These small moments of sparkle or fizz can pull us back in and make us feel engaged with each other again. Our research has shown that we give status and respect to people who make us feel good, so much so that in a group of people, a person who can land even one appropriate joke is more likely to be voted as the leader. And the joke doesn’t even need to be very funny! It’s the fact that they were confident enough to try it and competent enough to read the room. Do you have any practical steps that people can apply to generate levity, even if they’re not a natural comedian? Levity is not just about being funny. In fact, aiming to be a comedian is not the right goal. When we watch stand-up on Netflix, comedians have rehearsed those jokes and honed them and practised them for a long time, and they’re delivering them in a monologue to an audience. It’s a completely different task from a live conversation. In real dialogue, what everybody is looking for is to feel engaged, and that doesn’t require particularly funny jokes or elaborate stories. When you see opportunities to make it fun or lighten the mood, that’s what you need to grab. It can come through a change to a new, fresh topic, or calling back to things that you talked about earlier in the conversation or earlier in your relationship. These callbacks – which sometimes do refer to something funny – are such a nice way of showing that you’ve listened and remembered. A levity move could also involve giving sincere compliments to other people. When you think nice things, when you admire someone, make sure you say it out loud. This brings us to the last element of TALK: kindness. Why do we so often fail to be as kind as we would like? Wobbles in kindness often come back to our egocentrism. Research shows that we underestimate how much other people’s perspectives differ from our own, and we forget that we have the tools to ask other people directly in conversation for their perspective. Being a kinder conversationalist is about trying to focus on your partner’s perspective and then figuring what they need and helping them to get it. Finally, what is your number one tip for readers to have a better conversation the next time they speak to someone? Every conversation is surprisingly tricky and complex. When things don’t go perfectly, give yourself and others more grace. There will be trips and stumbles and then a little grace can go very, very far. Topics:
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  • Aga Khan Award for Architecture 2025 announces 19 shortlisted projects from 15 countries

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    19 shortlisted projects for the 2025 Award cycle were revealed by the Aga Khan Award for Architecture. A portion of the million prize, one of the biggest in architecture, will be awarded to the winning proposals. Out of the 369 projects nominated for the 16th Award Cycle, an independent Master Jury chose the 19 shortlisted projects from 15 countries.The nine members of the Master Jury for the 16th Award cycle include Azra Akšamija, Noura Al-Sayeh Holtrop, Lucia Allais, David Basulto, Yvonne Farrell, Kabage Karanja, Yacouba Konaté, Hassan Radoine, and Mun Summ Wong.His Late Highness Prince Karim Aga Khan IV created the Aga Khan Award for Architecture in 1977 to recognize and promote architectural ideas that effectively meet the needs and goals of communities where Muslims are a major population. Nearly 10,000 construction projects have been documented since the award's inception 48 years ago, and 128 projects have been granted it. The AKAA's selection method places a strong emphasis on architecture that stimulates and responds to people's cultural ambitions in addition to meeting their physical, social, and economic demands.The Aga Khan Award for Architecture is governed by a Steering Committee chaired by His Highness the Aga Khan. The other members of the Steering Committee are Meisa Batayneh, Principal Architect, Founder, maisam architects and engineers, Amman, Jordan; Souleymane Bachir Diagne, Professor of Philosophy and Francophone Studies, Columbia University, New York, United States of America; Lesley Lokko, Founder & Director, African Futures Institute, Accra, Ghana; Gülru Necipoğlu, Director and Professor, Aga Khan Program for Islamic Architecture, Harvard University, Cambridge, United States of America; Hashim Sarkis, Founder & Principal, Hashim Sarkis Studios; Dean, School of Architecture and Planning, Massachusetts Institute of Technology, Cambridge, United States of America; and Sarah M. Whiting, Partner, WW Architecture; Dean and Josep Lluís Sert Professor of Architecture, Graduate School of Design, Harvard University, Cambridge, United States of America. Farrokh Derakhshani is the Director of the Award.Examples of outstanding architecture in the areas of modern design, social housing, community development and enhancement, historic preservation, reuse and area conservation, landscape design, and environmental enhancement are recognized by the Aga Khan Award for Architecture.Building plans that creatively utilize local resources and relevant technologies, as well as initiatives that could spur such initiatives abroad, are given special consideration. It should be mentioned that in addition to honoring architects, the Award also recognizes towns, builders, clients, master craftspeople, and engineers who have contributed significantly to the project.Projects had to be completed between January 1, 2018, and December 31, 2023, and they had to have been operational for a minimum of one year in order to be eligible for consideration in the 2025 Award cycle. The Award is not available for projects that His Highness the Aga Khan or any of the Aga Khan Development Networkinstitutions have commissioned.See the 19 shortlisted projects with their short project descriptions competing for the 2025 Award Cycle:Khudi Bari. Image © Aga Khan Trust for Culture / City SyntaxBangladeshKhudi Bari, in various locations, by Marina Tabassum ArchitectsMarina Tabassum Architects' Khudi Bari, which can be readily disassembled and reassembled to suit the needs of the users, is a replicable solution for displaced communities impacted by geographic and climatic changes.West Wusutu Village Community Centre. Image © Aga Khan Trust for Culture / Dou YujunChinaWest Wusutu Village Community Centre, Hohhot, Inner Mongolia, by Zhang PengjuIn addition to meeting the religious demands of the local Hui Muslims, Zhang Pengju's West Wusutu Village Community Centre in Hohhot, Inner Mongolia, offers social and cultural spaces for locals and artists. Constructed from recycled bricks, it features multipurpose indoor and outdoor areas that promote communal harmony.Revitalisation of Historic Esna. Image © Aga Khan Trust for Culture / Ahmed SalemEgyptRevitalisation of Historic Esna, by Takween Integrated Community DevelopmentBy using physical interventions, socioeconomic projects, and creative urban planning techniques, Takween Integrated Community Development's Revitalization of Historic Esna tackles the issues of cultural tourism in Upper Egypt and turns the once-forgotten area around the Temple of Khnum into a thriving historic city.The Arc at Green School. Image © Aga Khan Trust for Culture / Andreas Perbowo WidityawanIndonesiaThe Arc at Green School, in Bali, by IBUKU / Elora HardyAfter 15 years of bamboo experimenting at the Green School Bali, IBUKU/Elora Hardy created The Arc at Green School. The Arc is a brand-new community wellness facility built on the foundations of a temporary gym. High-precision engineering and regional handicraft are combined in this construction.Islamic Centre Nurul Yaqin Mosque. Image © Aga Khan Trust for Culture / Andreas Perbowo WidityawanIndonesiaIslamic Centre Nurul Yaqin Mosque, in Palu, Central Sulawesi, by Dave Orlando and Fandy GunawanDave Orlando and Fandy Gunawan built the Islamic Center Nurul Yaqin Mosque in Palu, Central Sulawesi, on the location of a previous mosque that was damaged by a 2018 tsunami. There is a place for worship and assembly at the new Islamic Center. Surrounded by a shallow reflecting pool that may be drained to make room for more guests, it is open to the countryside.Microlibrary Warak Kayu. Image © Aga Khan Trust for Culture / Andreas Perbowo WidityawanIndonesiaMicrolibraries in various cities, by SHAU / Daliana Suryawinata, Florian HeinzelmannFlorian Heinzelmann, the project's initiator, works with stakeholders at all levels to provide high-quality public spaces in a number of Indonesian parks and kampungs through microlibraries in different towns run by SHAU/Daliana Suryawinata. So far, six have been constructed, and by 2045, 100 are planned.Majara Residence. Image © Aga Khan Trust for Culture / Deed StudioIranMajara Complex and Community Redevelopment, in Hormuz Island by ZAV Architects / Mohamadreza GhodousiThe Majara Complex and Community Redevelopment on Hormuz Island, designed by ZAV Architects and Mohamadreza Ghodousi, is well-known for its vibrant domes that offer eco-friendly lodging for visitors visiting Hormuz's distinctive scenery. In addition to providing new amenities for the islanders who visit to socialize, pray, or utilize the library, it was constructed by highly trained local laborers.Jahad Metro Plaza. Image © Aga Khan Trust for Culture / Deed StudioIranJahad Metro Plaza in Tehran, by KA Architecture StudioKA Architecture Studio's Jahad Metro Plaza in Tehran was constructed to replace the dilapidated old buildings. It turned the location into a beloved pedestrian-friendly landmark. The arched vaults, which are covered in locally manufactured brick, vary in height to let air and light into the area they are protecting.Khan Jaljulia Restoration. Image © Aga Khan Trust for Culture / Mikaela BurstowIsraelKhan Jaljulia Restoration in Jaljulia by Elias KhuriElias Khuri's Khan Jaljulia Restoration is a cost-effective intervention set amidst the remnants of a 14th-century Khan in Jaljulia. By converting the abandoned historical location into a bustling public area for social gatherings, it helps the locals rediscover their cultural history.Campus Startup Lions. Image © Aga Khan Trust for Culture / Christopher Wilton-SteerKenyaCampus Startup Lions, in Turkana by Kéré ArchitectsKéré Architecture's Campus Startup Lions in Turkana is an educational and entrepreneurial center that offers a venue for community involvement, business incubation, and technology-driven education. The design incorporates solar energy, rainwater harvesting, and tall ventilation towers that resemble the nearby termite mounds, and it was constructed using local volcanic stone.Lalla Yeddouna Square. Image © Aga Khan Trust for Culture / Amine HouariMoroccoRevitalisation of Lalla Yeddouna Square in the medina of Fez, by Mossessian Architecture and Yassir Khalil StudioMossessian Architecture and Yassir Khalil Studio's revitalization of Lalla Yeddouna Square in the Fez medina aims to improve pedestrian circulation and reestablish a connection to the waterfront. For the benefit of locals, craftspeople, and tourists from around the globe, existing buildings were maintained and new areas created.Vision Pakistan. Image © Aga Khan Trust for Culture / Usman Saqib ZuberiPakistanVision Pakistan, in Islamabad by DB Studios / Mohammad Saifullah SiddiquiA tailoring training center run by Vision Pakistan, a nonprofit organization dedicated to empowering underprivileged adolescents, is located in Islamabad by DB Studios/Mohammad Saifullah Siddiqui. Situated in a crowded neighborhood, this multi-story building features flashy jaalis influenced by Arab and Pakistani crafts, echoing the city's 1960s design.Denso Hall Rahguzar Project. Image © Aga Khan Trust for Culture / Usman Saqib ZuberiPakistanDenso Hall Rahguzar Project, in Karachi by Heritage Foundation Pakistan / Yasmeen LariThe Heritage Foundation of Pakistan/Yasmeen Lari's Denso Hall Rahguzar Project in Karachi is a heritage-led eco-urban enclave that was built with low-carbon materials in response to the city's severe climate, which is prone to heat waves and floods. The freshly planted "forests" are irrigated by the handcrafted terracotta cobbles, which absorb rainfall and cool and purify the air.Wonder Cabinet. Image © Aga Khan Trust for Culture / Mikaela BurstowPalestineWonder Cabinet, in Bethlehem by AAU AnastasThe architects at AAU Anastas established Wonder Cabinet, a multifunctional, nonprofit exhibition and production venue in Bethlehem. The three-story concrete building was constructed with the help of regional contractors and artisans, and it is quickly emerging as a major center for learning, design, craft, and innovation.The Ned. Image © Aga Khan Trust for Culture / Cemal EmdenQatarThe Ned Hotel, in Doha by David Chipperfield ArchitectsThe Ministry of Interior was housed in the Ned Hotel in Doha, which was designed by David Chipperfield Architects. Its Middle Eastern brutalist building was meticulously transformed into a 90-room boutique hotel, thereby promoting architectural revitalization in the region.Shamalat Cultural Centre. Image © Aga Khan Trust for Culture / Hassan Al ShattiSaudi ArabiaShamalat Cultural Centre, in Riyadh, by Syn Architects / Sara Alissa, Nojoud AlsudairiOn the outskirts of Diriyah, the Shamalat Cultural Centre in Riyadh was created by Syn Architects/Sara Alissa, Nojoud Alsudairi. It was created from an old mud home that artist Maha Malluh had renovated. The center, which aims to incorporate historic places into daily life, provides a sensitive viewpoint on heritage conservation in the area by contrasting the old and the contemporary.Rehabilitation and Extension of Dakar Railway Station. Image © Aga Khan Trust for Culture / Sylvain CherkaouiSenegalRehabilitation and Extension of Dakar Railway Station, in Dakar by Ga2DIn order to accommodate the passengers of a new express train line, Ga2D extended and renovated Dakar train Station, which purposefully contrasts the old and modern buildings. The forecourt was once again open to pedestrian traffic after vehicular traffic was limited to the rear of the property.Rami Library. Image © Aga Khan Trust for Culture / Cemal EmdenTürkiyeRami Library, by Han Tümertekin Design & ConsultancyThe largest library in Istanbul is the Rami Library, designed by Han Tümertekin Design & Consultancy. It occupied the former Rami Barracks, a sizable, single-story building with enormous volumes that was constructed in the eighteenth century. In order to accommodate new library operations while maintaining the structure's original spatial features, a minimal intervention method was used.Morocco Pavilion Expo Dubai 2020. Image © Aga Khan Trust for Culture / Deed StudioUnited Arab EmiratesMorocco Pavilion Expo Dubai 2020, by Oualalou + ChoiOualalou + Choi's Morocco Pavilion Expo Dubai 2020 is intended to last beyond Expo 2020 and be transformed into a cultural center. The pavilion is a trailblazer in the development of large-scale rammed earth building techniques. Its use of passive cooling techniques, which minimize the need for mechanical air conditioning, earned it the gold LEED accreditation.At each project location, independent professionals such as architects, conservation specialists, planners, and structural engineers have conducted thorough evaluations of the nominated projects. This summer, the Master Jury convenes once more to analyze the on-site evaluations and choose the ultimate Award winners.The top image in the article: The Arc at Green School. Image © Aga Khan Trust for Culture / Andreas Perbowo Widityawan.> via Aga Khan Award for Architecture
    #aga #khan #award #architecture #announces
    Aga Khan Award for Architecture 2025 announces 19 shortlisted projects from 15 countries
    html PUBLIC "-//W3C//DTD HTML 4.0 Transitional//EN" "; 19 shortlisted projects for the 2025 Award cycle were revealed by the Aga Khan Award for Architecture. A portion of the million prize, one of the biggest in architecture, will be awarded to the winning proposals. Out of the 369 projects nominated for the 16th Award Cycle, an independent Master Jury chose the 19 shortlisted projects from 15 countries.The nine members of the Master Jury for the 16th Award cycle include Azra Akšamija, Noura Al-Sayeh Holtrop, Lucia Allais, David Basulto, Yvonne Farrell, Kabage Karanja, Yacouba Konaté, Hassan Radoine, and Mun Summ Wong.His Late Highness Prince Karim Aga Khan IV created the Aga Khan Award for Architecture in 1977 to recognize and promote architectural ideas that effectively meet the needs and goals of communities where Muslims are a major population. Nearly 10,000 construction projects have been documented since the award's inception 48 years ago, and 128 projects have been granted it. The AKAA's selection method places a strong emphasis on architecture that stimulates and responds to people's cultural ambitions in addition to meeting their physical, social, and economic demands.The Aga Khan Award for Architecture is governed by a Steering Committee chaired by His Highness the Aga Khan. The other members of the Steering Committee are Meisa Batayneh, Principal Architect, Founder, maisam architects and engineers, Amman, Jordan; Souleymane Bachir Diagne, Professor of Philosophy and Francophone Studies, Columbia University, New York, United States of America; Lesley Lokko, Founder & Director, African Futures Institute, Accra, Ghana; Gülru Necipoğlu, Director and Professor, Aga Khan Program for Islamic Architecture, Harvard University, Cambridge, United States of America; Hashim Sarkis, Founder & Principal, Hashim Sarkis Studios; Dean, School of Architecture and Planning, Massachusetts Institute of Technology, Cambridge, United States of America; and Sarah M. Whiting, Partner, WW Architecture; Dean and Josep Lluís Sert Professor of Architecture, Graduate School of Design, Harvard University, Cambridge, United States of America. Farrokh Derakhshani is the Director of the Award.Examples of outstanding architecture in the areas of modern design, social housing, community development and enhancement, historic preservation, reuse and area conservation, landscape design, and environmental enhancement are recognized by the Aga Khan Award for Architecture.Building plans that creatively utilize local resources and relevant technologies, as well as initiatives that could spur such initiatives abroad, are given special consideration. It should be mentioned that in addition to honoring architects, the Award also recognizes towns, builders, clients, master craftspeople, and engineers who have contributed significantly to the project.Projects had to be completed between January 1, 2018, and December 31, 2023, and they had to have been operational for a minimum of one year in order to be eligible for consideration in the 2025 Award cycle. The Award is not available for projects that His Highness the Aga Khan or any of the Aga Khan Development Networkinstitutions have commissioned.See the 19 shortlisted projects with their short project descriptions competing for the 2025 Award Cycle:Khudi Bari. Image © Aga Khan Trust for Culture / City SyntaxBangladeshKhudi Bari, in various locations, by Marina Tabassum ArchitectsMarina Tabassum Architects' Khudi Bari, which can be readily disassembled and reassembled to suit the needs of the users, is a replicable solution for displaced communities impacted by geographic and climatic changes.West Wusutu Village Community Centre. Image © Aga Khan Trust for Culture / Dou YujunChinaWest Wusutu Village Community Centre, Hohhot, Inner Mongolia, by Zhang PengjuIn addition to meeting the religious demands of the local Hui Muslims, Zhang Pengju's West Wusutu Village Community Centre in Hohhot, Inner Mongolia, offers social and cultural spaces for locals and artists. Constructed from recycled bricks, it features multipurpose indoor and outdoor areas that promote communal harmony.Revitalisation of Historic Esna. Image © Aga Khan Trust for Culture / Ahmed SalemEgyptRevitalisation of Historic Esna, by Takween Integrated Community DevelopmentBy using physical interventions, socioeconomic projects, and creative urban planning techniques, Takween Integrated Community Development's Revitalization of Historic Esna tackles the issues of cultural tourism in Upper Egypt and turns the once-forgotten area around the Temple of Khnum into a thriving historic city.The Arc at Green School. Image © Aga Khan Trust for Culture / Andreas Perbowo WidityawanIndonesiaThe Arc at Green School, in Bali, by IBUKU / Elora HardyAfter 15 years of bamboo experimenting at the Green School Bali, IBUKU/Elora Hardy created The Arc at Green School. The Arc is a brand-new community wellness facility built on the foundations of a temporary gym. High-precision engineering and regional handicraft are combined in this construction.Islamic Centre Nurul Yaqin Mosque. Image © Aga Khan Trust for Culture / Andreas Perbowo WidityawanIndonesiaIslamic Centre Nurul Yaqin Mosque, in Palu, Central Sulawesi, by Dave Orlando and Fandy GunawanDave Orlando and Fandy Gunawan built the Islamic Center Nurul Yaqin Mosque in Palu, Central Sulawesi, on the location of a previous mosque that was damaged by a 2018 tsunami. There is a place for worship and assembly at the new Islamic Center. Surrounded by a shallow reflecting pool that may be drained to make room for more guests, it is open to the countryside.Microlibrary Warak Kayu. Image © Aga Khan Trust for Culture / Andreas Perbowo WidityawanIndonesiaMicrolibraries in various cities, by SHAU / Daliana Suryawinata, Florian HeinzelmannFlorian Heinzelmann, the project's initiator, works with stakeholders at all levels to provide high-quality public spaces in a number of Indonesian parks and kampungs through microlibraries in different towns run by SHAU/Daliana Suryawinata. So far, six have been constructed, and by 2045, 100 are planned.Majara Residence. Image © Aga Khan Trust for Culture / Deed StudioIranMajara Complex and Community Redevelopment, in Hormuz Island by ZAV Architects / Mohamadreza GhodousiThe Majara Complex and Community Redevelopment on Hormuz Island, designed by ZAV Architects and Mohamadreza Ghodousi, is well-known for its vibrant domes that offer eco-friendly lodging for visitors visiting Hormuz's distinctive scenery. In addition to providing new amenities for the islanders who visit to socialize, pray, or utilize the library, it was constructed by highly trained local laborers.Jahad Metro Plaza. Image © Aga Khan Trust for Culture / Deed StudioIranJahad Metro Plaza in Tehran, by KA Architecture StudioKA Architecture Studio's Jahad Metro Plaza in Tehran was constructed to replace the dilapidated old buildings. It turned the location into a beloved pedestrian-friendly landmark. The arched vaults, which are covered in locally manufactured brick, vary in height to let air and light into the area they are protecting.Khan Jaljulia Restoration. Image © Aga Khan Trust for Culture / Mikaela BurstowIsraelKhan Jaljulia Restoration in Jaljulia by Elias KhuriElias Khuri's Khan Jaljulia Restoration is a cost-effective intervention set amidst the remnants of a 14th-century Khan in Jaljulia. By converting the abandoned historical location into a bustling public area for social gatherings, it helps the locals rediscover their cultural history.Campus Startup Lions. Image © Aga Khan Trust for Culture / Christopher Wilton-SteerKenyaCampus Startup Lions, in Turkana by Kéré ArchitectsKéré Architecture's Campus Startup Lions in Turkana is an educational and entrepreneurial center that offers a venue for community involvement, business incubation, and technology-driven education. The design incorporates solar energy, rainwater harvesting, and tall ventilation towers that resemble the nearby termite mounds, and it was constructed using local volcanic stone.Lalla Yeddouna Square. Image © Aga Khan Trust for Culture / Amine HouariMoroccoRevitalisation of Lalla Yeddouna Square in the medina of Fez, by Mossessian Architecture and Yassir Khalil StudioMossessian Architecture and Yassir Khalil Studio's revitalization of Lalla Yeddouna Square in the Fez medina aims to improve pedestrian circulation and reestablish a connection to the waterfront. For the benefit of locals, craftspeople, and tourists from around the globe, existing buildings were maintained and new areas created.Vision Pakistan. Image © Aga Khan Trust for Culture / Usman Saqib ZuberiPakistanVision Pakistan, in Islamabad by DB Studios / Mohammad Saifullah SiddiquiA tailoring training center run by Vision Pakistan, a nonprofit organization dedicated to empowering underprivileged adolescents, is located in Islamabad by DB Studios/Mohammad Saifullah Siddiqui. Situated in a crowded neighborhood, this multi-story building features flashy jaalis influenced by Arab and Pakistani crafts, echoing the city's 1960s design.Denso Hall Rahguzar Project. Image © Aga Khan Trust for Culture / Usman Saqib ZuberiPakistanDenso Hall Rahguzar Project, in Karachi by Heritage Foundation Pakistan / Yasmeen LariThe Heritage Foundation of Pakistan/Yasmeen Lari's Denso Hall Rahguzar Project in Karachi is a heritage-led eco-urban enclave that was built with low-carbon materials in response to the city's severe climate, which is prone to heat waves and floods. The freshly planted "forests" are irrigated by the handcrafted terracotta cobbles, which absorb rainfall and cool and purify the air.Wonder Cabinet. Image © Aga Khan Trust for Culture / Mikaela BurstowPalestineWonder Cabinet, in Bethlehem by AAU AnastasThe architects at AAU Anastas established Wonder Cabinet, a multifunctional, nonprofit exhibition and production venue in Bethlehem. The three-story concrete building was constructed with the help of regional contractors and artisans, and it is quickly emerging as a major center for learning, design, craft, and innovation.The Ned. Image © Aga Khan Trust for Culture / Cemal EmdenQatarThe Ned Hotel, in Doha by David Chipperfield ArchitectsThe Ministry of Interior was housed in the Ned Hotel in Doha, which was designed by David Chipperfield Architects. Its Middle Eastern brutalist building was meticulously transformed into a 90-room boutique hotel, thereby promoting architectural revitalization in the region.Shamalat Cultural Centre. Image © Aga Khan Trust for Culture / Hassan Al ShattiSaudi ArabiaShamalat Cultural Centre, in Riyadh, by Syn Architects / Sara Alissa, Nojoud AlsudairiOn the outskirts of Diriyah, the Shamalat Cultural Centre in Riyadh was created by Syn Architects/Sara Alissa, Nojoud Alsudairi. It was created from an old mud home that artist Maha Malluh had renovated. The center, which aims to incorporate historic places into daily life, provides a sensitive viewpoint on heritage conservation in the area by contrasting the old and the contemporary.Rehabilitation and Extension of Dakar Railway Station. Image © Aga Khan Trust for Culture / Sylvain CherkaouiSenegalRehabilitation and Extension of Dakar Railway Station, in Dakar by Ga2DIn order to accommodate the passengers of a new express train line, Ga2D extended and renovated Dakar train Station, which purposefully contrasts the old and modern buildings. The forecourt was once again open to pedestrian traffic after vehicular traffic was limited to the rear of the property.Rami Library. Image © Aga Khan Trust for Culture / Cemal EmdenTürkiyeRami Library, by Han Tümertekin Design & ConsultancyThe largest library in Istanbul is the Rami Library, designed by Han Tümertekin Design & Consultancy. It occupied the former Rami Barracks, a sizable, single-story building with enormous volumes that was constructed in the eighteenth century. In order to accommodate new library operations while maintaining the structure's original spatial features, a minimal intervention method was used.Morocco Pavilion Expo Dubai 2020. Image © Aga Khan Trust for Culture / Deed StudioUnited Arab EmiratesMorocco Pavilion Expo Dubai 2020, by Oualalou + ChoiOualalou + Choi's Morocco Pavilion Expo Dubai 2020 is intended to last beyond Expo 2020 and be transformed into a cultural center. The pavilion is a trailblazer in the development of large-scale rammed earth building techniques. Its use of passive cooling techniques, which minimize the need for mechanical air conditioning, earned it the gold LEED accreditation.At each project location, independent professionals such as architects, conservation specialists, planners, and structural engineers have conducted thorough evaluations of the nominated projects. This summer, the Master Jury convenes once more to analyze the on-site evaluations and choose the ultimate Award winners.The top image in the article: The Arc at Green School. Image © Aga Khan Trust for Culture / Andreas Perbowo Widityawan.> via Aga Khan Award for Architecture #aga #khan #award #architecture #announces
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    Aga Khan Award for Architecture 2025 announces 19 shortlisted projects from 15 countries
    html PUBLIC "-//W3C//DTD HTML 4.0 Transitional//EN" "http://www.w3.org/TR/REC-html40/loose.dtd" 19 shortlisted projects for the 2025 Award cycle were revealed by the Aga Khan Award for Architecture (AKAA). A portion of the $1 million prize, one of the biggest in architecture, will be awarded to the winning proposals. Out of the 369 projects nominated for the 16th Award Cycle (2023-2025), an independent Master Jury chose the 19 shortlisted projects from 15 countries.The nine members of the Master Jury for the 16th Award cycle include Azra Akšamija, Noura Al-Sayeh Holtrop, Lucia Allais, David Basulto, Yvonne Farrell, Kabage Karanja, Yacouba Konaté, Hassan Radoine, and Mun Summ Wong.His Late Highness Prince Karim Aga Khan IV created the Aga Khan Award for Architecture in 1977 to recognize and promote architectural ideas that effectively meet the needs and goals of communities where Muslims are a major population. Nearly 10,000 construction projects have been documented since the award's inception 48 years ago, and 128 projects have been granted it. The AKAA's selection method places a strong emphasis on architecture that stimulates and responds to people's cultural ambitions in addition to meeting their physical, social, and economic demands.The Aga Khan Award for Architecture is governed by a Steering Committee chaired by His Highness the Aga Khan. The other members of the Steering Committee are Meisa Batayneh, Principal Architect, Founder, maisam architects and engineers, Amman, Jordan; Souleymane Bachir Diagne, Professor of Philosophy and Francophone Studies, Columbia University, New York, United States of America; Lesley Lokko, Founder & Director, African Futures Institute, Accra, Ghana; Gülru Necipoğlu, Director and Professor, Aga Khan Program for Islamic Architecture, Harvard University, Cambridge, United States of America; Hashim Sarkis, Founder & Principal, Hashim Sarkis Studios (HSS); Dean, School of Architecture and Planning, Massachusetts Institute of Technology, Cambridge, United States of America; and Sarah M. Whiting, Partner, WW Architecture; Dean and Josep Lluís Sert Professor of Architecture, Graduate School of Design, Harvard University, Cambridge, United States of America. Farrokh Derakhshani is the Director of the Award.Examples of outstanding architecture in the areas of modern design, social housing, community development and enhancement, historic preservation, reuse and area conservation, landscape design, and environmental enhancement are recognized by the Aga Khan Award for Architecture.Building plans that creatively utilize local resources and relevant technologies, as well as initiatives that could spur such initiatives abroad, are given special consideration. It should be mentioned that in addition to honoring architects, the Award also recognizes towns, builders, clients, master craftspeople, and engineers who have contributed significantly to the project.Projects had to be completed between January 1, 2018, and December 31, 2023, and they had to have been operational for a minimum of one year in order to be eligible for consideration in the 2025 Award cycle. The Award is not available for projects that His Highness the Aga Khan or any of the Aga Khan Development Network (AKDN) institutions have commissioned.See the 19 shortlisted projects with their short project descriptions competing for the 2025 Award Cycle:Khudi Bari. Image © Aga Khan Trust for Culture / City Syntax (F. M. Faruque Abdullah Shawon, H. M. Fozla Rabby Apurbo)BangladeshKhudi Bari, in various locations, by Marina Tabassum ArchitectsMarina Tabassum Architects' Khudi Bari, which can be readily disassembled and reassembled to suit the needs of the users, is a replicable solution for displaced communities impacted by geographic and climatic changes.West Wusutu Village Community Centre. Image © Aga Khan Trust for Culture / Dou Yujun (photographer)ChinaWest Wusutu Village Community Centre, Hohhot, Inner Mongolia, by Zhang PengjuIn addition to meeting the religious demands of the local Hui Muslims, Zhang Pengju's West Wusutu Village Community Centre in Hohhot, Inner Mongolia, offers social and cultural spaces for locals and artists. Constructed from recycled bricks, it features multipurpose indoor and outdoor areas that promote communal harmony.Revitalisation of Historic Esna. Image © Aga Khan Trust for Culture / Ahmed Salem (photographer)EgyptRevitalisation of Historic Esna, by Takween Integrated Community DevelopmentBy using physical interventions, socioeconomic projects, and creative urban planning techniques, Takween Integrated Community Development's Revitalization of Historic Esna tackles the issues of cultural tourism in Upper Egypt and turns the once-forgotten area around the Temple of Khnum into a thriving historic city.The Arc at Green School. Image © Aga Khan Trust for Culture / Andreas Perbowo Widityawan (photographer)IndonesiaThe Arc at Green School, in Bali, by IBUKU / Elora HardyAfter 15 years of bamboo experimenting at the Green School Bali, IBUKU/Elora Hardy created The Arc at Green School. The Arc is a brand-new community wellness facility built on the foundations of a temporary gym. High-precision engineering and regional handicraft are combined in this construction.Islamic Centre Nurul Yaqin Mosque. Image © Aga Khan Trust for Culture / Andreas Perbowo Widityawan (photographer)IndonesiaIslamic Centre Nurul Yaqin Mosque, in Palu, Central Sulawesi, by Dave Orlando and Fandy GunawanDave Orlando and Fandy Gunawan built the Islamic Center Nurul Yaqin Mosque in Palu, Central Sulawesi, on the location of a previous mosque that was damaged by a 2018 tsunami. There is a place for worship and assembly at the new Islamic Center. Surrounded by a shallow reflecting pool that may be drained to make room for more guests, it is open to the countryside.Microlibrary Warak Kayu. Image © Aga Khan Trust for Culture / Andreas Perbowo Widityawan (photographer)IndonesiaMicrolibraries in various cities, by SHAU / Daliana Suryawinata, Florian HeinzelmannFlorian Heinzelmann, the project's initiator, works with stakeholders at all levels to provide high-quality public spaces in a number of Indonesian parks and kampungs through microlibraries in different towns run by SHAU/Daliana Suryawinata. So far, six have been constructed, and by 2045, 100 are planned.Majara Residence. Image © Aga Khan Trust for Culture / Deed Studio (photographer)IranMajara Complex and Community Redevelopment, in Hormuz Island by ZAV Architects / Mohamadreza GhodousiThe Majara Complex and Community Redevelopment on Hormuz Island, designed by ZAV Architects and Mohamadreza Ghodousi, is well-known for its vibrant domes that offer eco-friendly lodging for visitors visiting Hormuz's distinctive scenery. In addition to providing new amenities for the islanders who visit to socialize, pray, or utilize the library, it was constructed by highly trained local laborers.Jahad Metro Plaza. Image © Aga Khan Trust for Culture / Deed Studio (photographer)IranJahad Metro Plaza in Tehran, by KA Architecture StudioKA Architecture Studio's Jahad Metro Plaza in Tehran was constructed to replace the dilapidated old buildings. It turned the location into a beloved pedestrian-friendly landmark. The arched vaults, which are covered in locally manufactured brick, vary in height to let air and light into the area they are protecting.Khan Jaljulia Restoration. Image © Aga Khan Trust for Culture / Mikaela Burstow (photographer)IsraelKhan Jaljulia Restoration in Jaljulia by Elias KhuriElias Khuri's Khan Jaljulia Restoration is a cost-effective intervention set amidst the remnants of a 14th-century Khan in Jaljulia. By converting the abandoned historical location into a bustling public area for social gatherings, it helps the locals rediscover their cultural history.Campus Startup Lions. Image © Aga Khan Trust for Culture / Christopher Wilton-Steer (photographer)KenyaCampus Startup Lions, in Turkana by Kéré ArchitectsKéré Architecture's Campus Startup Lions in Turkana is an educational and entrepreneurial center that offers a venue for community involvement, business incubation, and technology-driven education. The design incorporates solar energy, rainwater harvesting, and tall ventilation towers that resemble the nearby termite mounds, and it was constructed using local volcanic stone.Lalla Yeddouna Square. Image © Aga Khan Trust for Culture / Amine Houari (photographer)MoroccoRevitalisation of Lalla Yeddouna Square in the medina of Fez, by Mossessian Architecture and Yassir Khalil StudioMossessian Architecture and Yassir Khalil Studio's revitalization of Lalla Yeddouna Square in the Fez medina aims to improve pedestrian circulation and reestablish a connection to the waterfront. For the benefit of locals, craftspeople, and tourists from around the globe, existing buildings were maintained and new areas created.Vision Pakistan. Image © Aga Khan Trust for Culture / Usman Saqib Zuberi (photographer)PakistanVision Pakistan, in Islamabad by DB Studios / Mohammad Saifullah SiddiquiA tailoring training center run by Vision Pakistan, a nonprofit organization dedicated to empowering underprivileged adolescents, is located in Islamabad by DB Studios/Mohammad Saifullah Siddiqui. Situated in a crowded neighborhood, this multi-story building features flashy jaalis influenced by Arab and Pakistani crafts, echoing the city's 1960s design.Denso Hall Rahguzar Project. Image © Aga Khan Trust for Culture / Usman Saqib Zuberi (photographer)PakistanDenso Hall Rahguzar Project, in Karachi by Heritage Foundation Pakistan / Yasmeen LariThe Heritage Foundation of Pakistan/Yasmeen Lari's Denso Hall Rahguzar Project in Karachi is a heritage-led eco-urban enclave that was built with low-carbon materials in response to the city's severe climate, which is prone to heat waves and floods. The freshly planted "forests" are irrigated by the handcrafted terracotta cobbles, which absorb rainfall and cool and purify the air.Wonder Cabinet. Image © Aga Khan Trust for Culture / Mikaela Burstow (photographer)PalestineWonder Cabinet, in Bethlehem by AAU AnastasThe architects at AAU Anastas established Wonder Cabinet, a multifunctional, nonprofit exhibition and production venue in Bethlehem. The three-story concrete building was constructed with the help of regional contractors and artisans, and it is quickly emerging as a major center for learning, design, craft, and innovation.The Ned. Image © Aga Khan Trust for Culture / Cemal Emden (photographer)QatarThe Ned Hotel, in Doha by David Chipperfield ArchitectsThe Ministry of Interior was housed in the Ned Hotel in Doha, which was designed by David Chipperfield Architects. Its Middle Eastern brutalist building was meticulously transformed into a 90-room boutique hotel, thereby promoting architectural revitalization in the region.Shamalat Cultural Centre. Image © Aga Khan Trust for Culture / Hassan Al Shatti (photographer)Saudi ArabiaShamalat Cultural Centre, in Riyadh, by Syn Architects / Sara Alissa, Nojoud AlsudairiOn the outskirts of Diriyah, the Shamalat Cultural Centre in Riyadh was created by Syn Architects/Sara Alissa, Nojoud Alsudairi. It was created from an old mud home that artist Maha Malluh had renovated. The center, which aims to incorporate historic places into daily life, provides a sensitive viewpoint on heritage conservation in the area by contrasting the old and the contemporary.Rehabilitation and Extension of Dakar Railway Station. Image © Aga Khan Trust for Culture / Sylvain Cherkaoui (photographer)SenegalRehabilitation and Extension of Dakar Railway Station, in Dakar by Ga2DIn order to accommodate the passengers of a new express train line, Ga2D extended and renovated Dakar train Station, which purposefully contrasts the old and modern buildings. The forecourt was once again open to pedestrian traffic after vehicular traffic was limited to the rear of the property.Rami Library. Image © Aga Khan Trust for Culture / Cemal Emden (photographer)TürkiyeRami Library, by Han Tümertekin Design & ConsultancyThe largest library in Istanbul is the Rami Library, designed by Han Tümertekin Design & Consultancy. It occupied the former Rami Barracks, a sizable, single-story building with enormous volumes that was constructed in the eighteenth century. In order to accommodate new library operations while maintaining the structure's original spatial features, a minimal intervention method was used.Morocco Pavilion Expo Dubai 2020. Image © Aga Khan Trust for Culture / Deed Studio (photographer)United Arab EmiratesMorocco Pavilion Expo Dubai 2020, by Oualalou + ChoiOualalou + Choi's Morocco Pavilion Expo Dubai 2020 is intended to last beyond Expo 2020 and be transformed into a cultural center. The pavilion is a trailblazer in the development of large-scale rammed earth building techniques. Its use of passive cooling techniques, which minimize the need for mechanical air conditioning, earned it the gold LEED accreditation.At each project location, independent professionals such as architects, conservation specialists, planners, and structural engineers have conducted thorough evaluations of the nominated projects. This summer, the Master Jury convenes once more to analyze the on-site evaluations and choose the ultimate Award winners.The top image in the article: The Arc at Green School. Image © Aga Khan Trust for Culture / Andreas Perbowo Widityawan (photographer).> via Aga Khan Award for Architecture
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  • How to Create a Successful Leadership Development Program

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    At Harvard Business Impact, we partner with organizations to craft tailored learning experiences for leaders across all levels. Though each collaboration is unique, there is a proven process for designing and developing impactful learning initiatives.

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    How to Create a Successful Leadership Development Program
    Insights How to Create a Successful Leadership Development Program At Harvard Business Impact, we partner with organizations to craft tailored learning experiences for leaders across all levels. Though each collaboration is unique, there is a proven process for designing and developing impactful learning initiatives. Leverage our checklist to help your organization develop a leadership development program that delivers results. View the infographic Leadership DevelopmentStrategic Alignment Share this resource Share on LinkedIn Share on Facebook Share on X Share on WhatsApp Email this Page Connect with us Change isn’t easy, but we can help. Together we’ll create informed and inspired leaders ready to shape the future of your business. Contact us Latest Insights Strategic Alignment Harvard Business Publishing Unveils Harvard Business Impact as New Brand for Corporate Learning and Education Units Harvard Business Publishing announced the launch of Harvard Business Impact, a new brand identity for… : Harvard Business Publishing Unveils Harvard Business Impact as New Brand for Corporate Learning and Education Units News Digital Intelligence Succeeding in the Digital Age: Why AI-First Leadership Is Essential While AI makes powerful operational efficiencies possible, it cannot yet replace the creativity, adaptability, and… : Succeeding in the Digital Age: Why AI-First Leadership Is Essential Perspectives Digital Intelligence 4 Keys to AI-First Leadership: The New Imperative for Digital Transformation AI has become a defining force in reshaping industries and determining competitive advantage. To support… : 4 Keys to AI-First Leadership: The New Imperative for Digital Transformation Infographic Talent Management Leadership Fitness Behavioral Assessment In our study, “Leadership Fitness: Developing the Capacity to See and Lead Differently Amid Complexity,”… : Leadership Fitness Behavioral Assessment Job Aid The post How to Create a Successful Leadership Development Program appeared first on Harvard Business Impact. #how #create #successful #leadership #development
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    How to Create a Successful Leadership Development Program
    Insights How to Create a Successful Leadership Development Program At Harvard Business Impact, we partner with organizations to craft tailored learning experiences for leaders across all levels. Though each collaboration is unique, there is a proven process for designing and developing impactful learning initiatives. Leverage our checklist to help your organization develop a leadership development program that delivers results. View the infographic Leadership DevelopmentStrategic Alignment Share this resource Share on LinkedIn Share on Facebook Share on X Share on WhatsApp Email this Page Connect with us Change isn’t easy, but we can help. Together we’ll create informed and inspired leaders ready to shape the future of your business. Contact us Latest Insights Strategic Alignment Harvard Business Publishing Unveils Harvard Business Impact as New Brand for Corporate Learning and Education Units Harvard Business Publishing announced the launch of Harvard Business Impact, a new brand identity for… Read more: Harvard Business Publishing Unveils Harvard Business Impact as New Brand for Corporate Learning and Education Units News Digital Intelligence Succeeding in the Digital Age: Why AI-First Leadership Is Essential While AI makes powerful operational efficiencies possible, it cannot yet replace the creativity, adaptability, and… Read more: Succeeding in the Digital Age: Why AI-First Leadership Is Essential Perspectives Digital Intelligence 4 Keys to AI-First Leadership: The New Imperative for Digital Transformation AI has become a defining force in reshaping industries and determining competitive advantage. To support… Read more: 4 Keys to AI-First Leadership: The New Imperative for Digital Transformation Infographic Talent Management Leadership Fitness Behavioral Assessment In our study, “Leadership Fitness: Developing the Capacity to See and Lead Differently Amid Complexity,”… Read more: Leadership Fitness Behavioral Assessment Job Aid The post How to Create a Successful Leadership Development Program appeared first on Harvard Business Impact.
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  • Trump’s military parade is a warning

    Donald Trump’s military parade in Washington this weekend — a show of force in the capital that just happens to take place on the president’s birthday — smacks of authoritarian Dear Leader-style politics.Yet as disconcerting as the imagery of tanks rolling down Constitution Avenue will be, it’s not even close to Trump’s most insidious assault on the US military’s historic and democratically essential nonpartisan ethos.In fact, it’s not even the most worrying thing he’s done this week.On Tuesday, the president gave a speech at Fort Bragg, an Army base home to Special Operations Command. While presidential speeches to soldiers are not uncommon — rows of uniformed troops make a great backdrop for a foreign policy speech — they generally avoid overt partisan attacks and campaign-style rhetoric. The soldiers, for their part, are expected to be studiously neutral, laughing at jokes and such, but remaining fully impassive during any policy conversation.That’s not what happened at Fort Bragg. Trump’s speech was a partisan tirade that targeted “radical left” opponents ranging from Joe Biden to Los Angeles Mayor Karen Bass. He celebrated his deployment of Marines to Los Angeles, proposed jailing people for burning the American flag, and called on soldiers to be “aggressive” toward the protesters they encountered.The soldiers, for their part, cheered Trump and booed his enemies — as they were seemingly expected to. Reporters at Military.com, a military news service, uncovered internal communications from 82nd Airborne leadership suggesting that the crowd was screened for their political opinions.“If soldiers have political views that are in opposition to the current administration and they don’t want to be in the audience then they need to speak with their leadership and get swapped out,” one note read.To call this unusual is an understatement. I spoke with four different experts on civil-military relations, two of whom teach at the Naval War College, about the speech and its implications. To a person, they said it was a step towards politicizing the military with no real precedent in modern American history.“That is, I think, a really big red flag because it means the military’s professional ethic is breaking down internally,” says Risa Brooks, a professor at Marquette University. “Its capacity to maintain that firewall against civilian politicization may be faltering.”This may sound alarmist — like an overreading of a one-off incident — but it’s part of a bigger pattern. The totality of Trump administration policies, ranging from the parade in Washington to the LA troop deployment to Secretary of Defense Pete Hegseth’s firing of high-ranking women and officers of color, suggests a concerted effort to erode the military’s professional ethos and turn it into an institution subservient to the Trump administration’s whims. This is a signal policy aim of would-be dictators, who wish to head off the risk of a coup and ensure the armed forces’ political reliability if they are needed to repress dissent in a crisis.Steve Saideman, a professor at Carleton University, put together a list of eight different signs that a military is being politicized in this fashion. The Trump administration has exhibited six out of the eight.“The biggest theme is that we are seeing a number of checks on the executive fail at the same time — and that’s what’s making individual events seem more alarming than they might otherwise,” says Jessica Blankshain, a professor at the Naval War College.That Trump is trying to politicize the military does not mean he has succeeded. There are several signs, including Trump’s handpicked chair of the Joint Chiefs repudiating the president’s claims of a migrant invasion during congressional testimony, that the US military is resisting Trump’s politicization.But the events in Fort Bragg and Washington suggest that we are in the midst of a quiet crisis in civil-military relations in the United States — one whose implications for American democracy’s future could well be profound.The Trump crisis in civil-military relations, explainedA military is, by sheer fact of its existence, a threat to any civilian government. If you have an institution that controls the overwhelming bulk of weaponry in a society, it always has the physical capacity to seize control of the government at gunpoint. A key question for any government is how to convince the armed forces that they cannot or should not take power for themselves.Democracies typically do this through a process called “professionalization.” Soldiers are rigorously taught to think of themselves as a class of public servants, people trained to perform a specific job within defined parameters. Their ultimate loyalty is not to their generals or even individual presidents, but rather to the people and the constitutional order.Samuel Huntington, the late Harvard political scientist, is the canonical theorist of a professional military. In his book The Soldier and the State, he described optimal professionalization as a system of “objective control”: one in which the military retains autonomy in how they fight and plan for wars while deferring to politicians on whether and why to fight in the first place. In effect, they stay out of the politicians’ affairs while the politicians stay out of theirs.The idea of such a system is to emphasize to the military that they are professionals: Their responsibility isn’t deciding when to use force, but only to conduct operations as effectively as possible once ordered to engage in them. There is thus a strict firewall between military affairs, on the one hand, and policy-political affairs on the other.Typically, the chief worry is that the military breaches this bargain: that, for example, a general starts speaking out against elected officials’ policies in ways that undermine civilian control. This is not a hypothetical fear in the United States, with the most famous such example being Gen. Douglas MacArthur’s insubordination during the Korean War. Thankfully, not even MacArthur attempted the worst-case version of military overstep — a coup.But in backsliding democracies like the modern United States, where the chief executive is attempting an anti-democratic power grab, the military poses a very different kind of threat to democracy — in fact, something akin to the exact opposite of the typical scenario.In such cases, the issue isn’t the military inserting itself into politics but rather the civilians dragging them into it in ways that upset the democratic political order. The worst-case scenario is that the military acts on presidential directives to use force against domestic dissenters, destroying democracy not by ignoring civilian orders, but by following them.There are two ways to arrive at such a worst-case scenario, both of which are in evidence in the early days of Trump 2.0.First is politicization: an intentional attack on the constraints against partisan activity inside the professional ranks.Many of Pete Hegseth’s major moves as secretary of defense fit this bill, including his decisions to fire nonwhite and female generals seen as politically unreliable and his effort to undermine the independence of the military’s lawyers. The breaches in protocol at Fort Bragg are both consequences and causes of politicization: They could only happen in an environment of loosened constraint, and they might encourage more overt political action if gone unpunished.The second pathway to breakdown is the weaponization of professionalism against itself. Here, Trump exploits the military’s deference to politicians by ordering it to engage in undemocraticactivities. In practice, this looks a lot like the LA deployments, and, more specifically, the lack of any visible military pushback. While the military readily agreeing to deployments is normally a good sign — that civilian control is holding — these aren’t normal times. And this isn’t a normal deployment, but rather one that comes uncomfortably close to the military being ordered to assist in repressing overwhelmingly peaceful demonstrations against executive abuses of power.“It’s really been pretty uncommon to use the military for law enforcement,” says David Burbach, another Naval War College professor. “This is really bringing the military into frontline law enforcement when. … these are really not huge disturbances.”This, then, is the crisis: an incremental and slow-rolling effort by the Trump administration to erode the norms and procedures designed to prevent the military from being used as a tool of domestic repression. Is it time to panic?Among the experts I spoke with, there was consensus that the military’s professional and nonpartisan ethos was weakening. This isn’t just because of Trump, but his terms — the first to a degree, and now the second acutely — are major stressors.Yet there was no consensus on just how much military nonpartisanship has eroded — that is, how close we are to a moment when the US military might be willing to follow obviously authoritarian orders.For all its faults, the US military’s professional ethos is a really important part of its identity and self-conception. While few soldiers may actually read Sam Huntington or similar scholars, the general idea that they serve the people and the republic is a bedrock principle among the ranks. There is a reason why the United States has never, in over 250 years of governance, experienced a military coup — or even come particularly close to one.In theory, this ethos should also galvanize resistance to Trump’s efforts at politicization. Soldiers are not unthinking automatons: While they are trained to follow commands, they are explicitly obligated to refuse illegal orders, even coming from the president. The more aggressive Trump’s efforts to use the military as a tool of repression gets, the more likely there is to be resistance.Or, at least theoretically.The truth is that we don’t really know how the US military will respond to a situation like this. Like so many of Trump’s second-term policies, their efforts to bend the military to their will are unprecedented — actions with no real parallel in the modern history of the American military. Experts can only make informed guesses, based on their sense of US military culture as well as comparisons to historical and foreign cases.For this reason, there are probably only two things we can say with confidence.First, what we’ve seen so far is not yet sufficient evidence to declare that the military is in Trump’s thrall. The signs of decay are too limited to ground any conclusions that the longstanding professional norm is entirely gone.“We have seen a few things that are potentially alarming about erosion of the military’s non-partisan norm. But not in a way that’s definitive at this point,” Blankshain says.Second, the stressors on this tradition are going to keep piling on. Trump’s record makes it exceptionally clear that he wants the military to serve him personally — and that he, and Hegseth, will keep working to make it so. This means we really are in the midst of a quiet crisis, and will likely remain so for the foreseeable future.“The fact that he’s getting the troops to cheer for booing Democratic leaders at a time when there’s actuallya blue city and a blue state…he is ordering the troops to take a side,” Saideman says. “There may not be a coherent plan behind this. But there are a lot of things going on that are all in the same direction.”See More: Politics
    #trumpampamp8217s #military #parade #warning
    Trump’s military parade is a warning
    Donald Trump’s military parade in Washington this weekend — a show of force in the capital that just happens to take place on the president’s birthday — smacks of authoritarian Dear Leader-style politics.Yet as disconcerting as the imagery of tanks rolling down Constitution Avenue will be, it’s not even close to Trump’s most insidious assault on the US military’s historic and democratically essential nonpartisan ethos.In fact, it’s not even the most worrying thing he’s done this week.On Tuesday, the president gave a speech at Fort Bragg, an Army base home to Special Operations Command. While presidential speeches to soldiers are not uncommon — rows of uniformed troops make a great backdrop for a foreign policy speech — they generally avoid overt partisan attacks and campaign-style rhetoric. The soldiers, for their part, are expected to be studiously neutral, laughing at jokes and such, but remaining fully impassive during any policy conversation.That’s not what happened at Fort Bragg. Trump’s speech was a partisan tirade that targeted “radical left” opponents ranging from Joe Biden to Los Angeles Mayor Karen Bass. He celebrated his deployment of Marines to Los Angeles, proposed jailing people for burning the American flag, and called on soldiers to be “aggressive” toward the protesters they encountered.The soldiers, for their part, cheered Trump and booed his enemies — as they were seemingly expected to. Reporters at Military.com, a military news service, uncovered internal communications from 82nd Airborne leadership suggesting that the crowd was screened for their political opinions.“If soldiers have political views that are in opposition to the current administration and they don’t want to be in the audience then they need to speak with their leadership and get swapped out,” one note read.To call this unusual is an understatement. I spoke with four different experts on civil-military relations, two of whom teach at the Naval War College, about the speech and its implications. To a person, they said it was a step towards politicizing the military with no real precedent in modern American history.“That is, I think, a really big red flag because it means the military’s professional ethic is breaking down internally,” says Risa Brooks, a professor at Marquette University. “Its capacity to maintain that firewall against civilian politicization may be faltering.”This may sound alarmist — like an overreading of a one-off incident — but it’s part of a bigger pattern. The totality of Trump administration policies, ranging from the parade in Washington to the LA troop deployment to Secretary of Defense Pete Hegseth’s firing of high-ranking women and officers of color, suggests a concerted effort to erode the military’s professional ethos and turn it into an institution subservient to the Trump administration’s whims. This is a signal policy aim of would-be dictators, who wish to head off the risk of a coup and ensure the armed forces’ political reliability if they are needed to repress dissent in a crisis.Steve Saideman, a professor at Carleton University, put together a list of eight different signs that a military is being politicized in this fashion. The Trump administration has exhibited six out of the eight.“The biggest theme is that we are seeing a number of checks on the executive fail at the same time — and that’s what’s making individual events seem more alarming than they might otherwise,” says Jessica Blankshain, a professor at the Naval War College.That Trump is trying to politicize the military does not mean he has succeeded. There are several signs, including Trump’s handpicked chair of the Joint Chiefs repudiating the president’s claims of a migrant invasion during congressional testimony, that the US military is resisting Trump’s politicization.But the events in Fort Bragg and Washington suggest that we are in the midst of a quiet crisis in civil-military relations in the United States — one whose implications for American democracy’s future could well be profound.The Trump crisis in civil-military relations, explainedA military is, by sheer fact of its existence, a threat to any civilian government. If you have an institution that controls the overwhelming bulk of weaponry in a society, it always has the physical capacity to seize control of the government at gunpoint. A key question for any government is how to convince the armed forces that they cannot or should not take power for themselves.Democracies typically do this through a process called “professionalization.” Soldiers are rigorously taught to think of themselves as a class of public servants, people trained to perform a specific job within defined parameters. Their ultimate loyalty is not to their generals or even individual presidents, but rather to the people and the constitutional order.Samuel Huntington, the late Harvard political scientist, is the canonical theorist of a professional military. In his book The Soldier and the State, he described optimal professionalization as a system of “objective control”: one in which the military retains autonomy in how they fight and plan for wars while deferring to politicians on whether and why to fight in the first place. In effect, they stay out of the politicians’ affairs while the politicians stay out of theirs.The idea of such a system is to emphasize to the military that they are professionals: Their responsibility isn’t deciding when to use force, but only to conduct operations as effectively as possible once ordered to engage in them. There is thus a strict firewall between military affairs, on the one hand, and policy-political affairs on the other.Typically, the chief worry is that the military breaches this bargain: that, for example, a general starts speaking out against elected officials’ policies in ways that undermine civilian control. This is not a hypothetical fear in the United States, with the most famous such example being Gen. Douglas MacArthur’s insubordination during the Korean War. Thankfully, not even MacArthur attempted the worst-case version of military overstep — a coup.But in backsliding democracies like the modern United States, where the chief executive is attempting an anti-democratic power grab, the military poses a very different kind of threat to democracy — in fact, something akin to the exact opposite of the typical scenario.In such cases, the issue isn’t the military inserting itself into politics but rather the civilians dragging them into it in ways that upset the democratic political order. The worst-case scenario is that the military acts on presidential directives to use force against domestic dissenters, destroying democracy not by ignoring civilian orders, but by following them.There are two ways to arrive at such a worst-case scenario, both of which are in evidence in the early days of Trump 2.0.First is politicization: an intentional attack on the constraints against partisan activity inside the professional ranks.Many of Pete Hegseth’s major moves as secretary of defense fit this bill, including his decisions to fire nonwhite and female generals seen as politically unreliable and his effort to undermine the independence of the military’s lawyers. The breaches in protocol at Fort Bragg are both consequences and causes of politicization: They could only happen in an environment of loosened constraint, and they might encourage more overt political action if gone unpunished.The second pathway to breakdown is the weaponization of professionalism against itself. Here, Trump exploits the military’s deference to politicians by ordering it to engage in undemocraticactivities. In practice, this looks a lot like the LA deployments, and, more specifically, the lack of any visible military pushback. While the military readily agreeing to deployments is normally a good sign — that civilian control is holding — these aren’t normal times. And this isn’t a normal deployment, but rather one that comes uncomfortably close to the military being ordered to assist in repressing overwhelmingly peaceful demonstrations against executive abuses of power.“It’s really been pretty uncommon to use the military for law enforcement,” says David Burbach, another Naval War College professor. “This is really bringing the military into frontline law enforcement when. … these are really not huge disturbances.”This, then, is the crisis: an incremental and slow-rolling effort by the Trump administration to erode the norms and procedures designed to prevent the military from being used as a tool of domestic repression. Is it time to panic?Among the experts I spoke with, there was consensus that the military’s professional and nonpartisan ethos was weakening. This isn’t just because of Trump, but his terms — the first to a degree, and now the second acutely — are major stressors.Yet there was no consensus on just how much military nonpartisanship has eroded — that is, how close we are to a moment when the US military might be willing to follow obviously authoritarian orders.For all its faults, the US military’s professional ethos is a really important part of its identity and self-conception. While few soldiers may actually read Sam Huntington or similar scholars, the general idea that they serve the people and the republic is a bedrock principle among the ranks. There is a reason why the United States has never, in over 250 years of governance, experienced a military coup — or even come particularly close to one.In theory, this ethos should also galvanize resistance to Trump’s efforts at politicization. Soldiers are not unthinking automatons: While they are trained to follow commands, they are explicitly obligated to refuse illegal orders, even coming from the president. The more aggressive Trump’s efforts to use the military as a tool of repression gets, the more likely there is to be resistance.Or, at least theoretically.The truth is that we don’t really know how the US military will respond to a situation like this. Like so many of Trump’s second-term policies, their efforts to bend the military to their will are unprecedented — actions with no real parallel in the modern history of the American military. Experts can only make informed guesses, based on their sense of US military culture as well as comparisons to historical and foreign cases.For this reason, there are probably only two things we can say with confidence.First, what we’ve seen so far is not yet sufficient evidence to declare that the military is in Trump’s thrall. The signs of decay are too limited to ground any conclusions that the longstanding professional norm is entirely gone.“We have seen a few things that are potentially alarming about erosion of the military’s non-partisan norm. But not in a way that’s definitive at this point,” Blankshain says.Second, the stressors on this tradition are going to keep piling on. Trump’s record makes it exceptionally clear that he wants the military to serve him personally — and that he, and Hegseth, will keep working to make it so. This means we really are in the midst of a quiet crisis, and will likely remain so for the foreseeable future.“The fact that he’s getting the troops to cheer for booing Democratic leaders at a time when there’s actuallya blue city and a blue state…he is ordering the troops to take a side,” Saideman says. “There may not be a coherent plan behind this. But there are a lot of things going on that are all in the same direction.”See More: Politics #trumpampamp8217s #military #parade #warning
    WWW.VOX.COM
    Trump’s military parade is a warning
    Donald Trump’s military parade in Washington this weekend — a show of force in the capital that just happens to take place on the president’s birthday — smacks of authoritarian Dear Leader-style politics (even though Trump actually got the idea after attending the 2017 Bastille Day parade in Paris).Yet as disconcerting as the imagery of tanks rolling down Constitution Avenue will be, it’s not even close to Trump’s most insidious assault on the US military’s historic and democratically essential nonpartisan ethos.In fact, it’s not even the most worrying thing he’s done this week.On Tuesday, the president gave a speech at Fort Bragg, an Army base home to Special Operations Command. While presidential speeches to soldiers are not uncommon — rows of uniformed troops make a great backdrop for a foreign policy speech — they generally avoid overt partisan attacks and campaign-style rhetoric. The soldiers, for their part, are expected to be studiously neutral, laughing at jokes and such, but remaining fully impassive during any policy conversation.That’s not what happened at Fort Bragg. Trump’s speech was a partisan tirade that targeted “radical left” opponents ranging from Joe Biden to Los Angeles Mayor Karen Bass. He celebrated his deployment of Marines to Los Angeles, proposed jailing people for burning the American flag, and called on soldiers to be “aggressive” toward the protesters they encountered.The soldiers, for their part, cheered Trump and booed his enemies — as they were seemingly expected to. Reporters at Military.com, a military news service, uncovered internal communications from 82nd Airborne leadership suggesting that the crowd was screened for their political opinions.“If soldiers have political views that are in opposition to the current administration and they don’t want to be in the audience then they need to speak with their leadership and get swapped out,” one note read.To call this unusual is an understatement. I spoke with four different experts on civil-military relations, two of whom teach at the Naval War College, about the speech and its implications. To a person, they said it was a step towards politicizing the military with no real precedent in modern American history.“That is, I think, a really big red flag because it means the military’s professional ethic is breaking down internally,” says Risa Brooks, a professor at Marquette University. “Its capacity to maintain that firewall against civilian politicization may be faltering.”This may sound alarmist — like an overreading of a one-off incident — but it’s part of a bigger pattern. The totality of Trump administration policies, ranging from the parade in Washington to the LA troop deployment to Secretary of Defense Pete Hegseth’s firing of high-ranking women and officers of color, suggests a concerted effort to erode the military’s professional ethos and turn it into an institution subservient to the Trump administration’s whims. This is a signal policy aim of would-be dictators, who wish to head off the risk of a coup and ensure the armed forces’ political reliability if they are needed to repress dissent in a crisis.Steve Saideman, a professor at Carleton University, put together a list of eight different signs that a military is being politicized in this fashion. The Trump administration has exhibited six out of the eight.“The biggest theme is that we are seeing a number of checks on the executive fail at the same time — and that’s what’s making individual events seem more alarming than they might otherwise,” says Jessica Blankshain, a professor at the Naval War College (speaking not for the military but in a personal capacity).That Trump is trying to politicize the military does not mean he has succeeded. There are several signs, including Trump’s handpicked chair of the Joint Chiefs repudiating the president’s claims of a migrant invasion during congressional testimony, that the US military is resisting Trump’s politicization.But the events in Fort Bragg and Washington suggest that we are in the midst of a quiet crisis in civil-military relations in the United States — one whose implications for American democracy’s future could well be profound.The Trump crisis in civil-military relations, explainedA military is, by sheer fact of its existence, a threat to any civilian government. If you have an institution that controls the overwhelming bulk of weaponry in a society, it always has the physical capacity to seize control of the government at gunpoint. A key question for any government is how to convince the armed forces that they cannot or should not take power for themselves.Democracies typically do this through a process called “professionalization.” Soldiers are rigorously taught to think of themselves as a class of public servants, people trained to perform a specific job within defined parameters. Their ultimate loyalty is not to their generals or even individual presidents, but rather to the people and the constitutional order.Samuel Huntington, the late Harvard political scientist, is the canonical theorist of a professional military. In his book The Soldier and the State, he described optimal professionalization as a system of “objective control”: one in which the military retains autonomy in how they fight and plan for wars while deferring to politicians on whether and why to fight in the first place. In effect, they stay out of the politicians’ affairs while the politicians stay out of theirs.The idea of such a system is to emphasize to the military that they are professionals: Their responsibility isn’t deciding when to use force, but only to conduct operations as effectively as possible once ordered to engage in them. There is thus a strict firewall between military affairs, on the one hand, and policy-political affairs on the other.Typically, the chief worry is that the military breaches this bargain: that, for example, a general starts speaking out against elected officials’ policies in ways that undermine civilian control. This is not a hypothetical fear in the United States, with the most famous such example being Gen. Douglas MacArthur’s insubordination during the Korean War. Thankfully, not even MacArthur attempted the worst-case version of military overstep — a coup.But in backsliding democracies like the modern United States, where the chief executive is attempting an anti-democratic power grab, the military poses a very different kind of threat to democracy — in fact, something akin to the exact opposite of the typical scenario.In such cases, the issue isn’t the military inserting itself into politics but rather the civilians dragging them into it in ways that upset the democratic political order. The worst-case scenario is that the military acts on presidential directives to use force against domestic dissenters, destroying democracy not by ignoring civilian orders, but by following them.There are two ways to arrive at such a worst-case scenario, both of which are in evidence in the early days of Trump 2.0.First is politicization: an intentional attack on the constraints against partisan activity inside the professional ranks.Many of Pete Hegseth’s major moves as secretary of defense fit this bill, including his decisions to fire nonwhite and female generals seen as politically unreliable and his effort to undermine the independence of the military’s lawyers. The breaches in protocol at Fort Bragg are both consequences and causes of politicization: They could only happen in an environment of loosened constraint, and they might encourage more overt political action if gone unpunished.The second pathway to breakdown is the weaponization of professionalism against itself. Here, Trump exploits the military’s deference to politicians by ordering it to engage in undemocratic (and even questionably legal) activities. In practice, this looks a lot like the LA deployments, and, more specifically, the lack of any visible military pushback. While the military readily agreeing to deployments is normally a good sign — that civilian control is holding — these aren’t normal times. And this isn’t a normal deployment, but rather one that comes uncomfortably close to the military being ordered to assist in repressing overwhelmingly peaceful demonstrations against executive abuses of power.“It’s really been pretty uncommon to use the military for law enforcement,” says David Burbach, another Naval War College professor (also speaking personally). “This is really bringing the military into frontline law enforcement when. … these are really not huge disturbances.”This, then, is the crisis: an incremental and slow-rolling effort by the Trump administration to erode the norms and procedures designed to prevent the military from being used as a tool of domestic repression. Is it time to panic?Among the experts I spoke with, there was consensus that the military’s professional and nonpartisan ethos was weakening. This isn’t just because of Trump, but his terms — the first to a degree, and now the second acutely — are major stressors.Yet there was no consensus on just how much military nonpartisanship has eroded — that is, how close we are to a moment when the US military might be willing to follow obviously authoritarian orders.For all its faults, the US military’s professional ethos is a really important part of its identity and self-conception. While few soldiers may actually read Sam Huntington or similar scholars, the general idea that they serve the people and the republic is a bedrock principle among the ranks. There is a reason why the United States has never, in over 250 years of governance, experienced a military coup — or even come particularly close to one.In theory, this ethos should also galvanize resistance to Trump’s efforts at politicization. Soldiers are not unthinking automatons: While they are trained to follow commands, they are explicitly obligated to refuse illegal orders, even coming from the president. The more aggressive Trump’s efforts to use the military as a tool of repression gets, the more likely there is to be resistance.Or, at least theoretically.The truth is that we don’t really know how the US military will respond to a situation like this. Like so many of Trump’s second-term policies, their efforts to bend the military to their will are unprecedented — actions with no real parallel in the modern history of the American military. Experts can only make informed guesses, based on their sense of US military culture as well as comparisons to historical and foreign cases.For this reason, there are probably only two things we can say with confidence.First, what we’ve seen so far is not yet sufficient evidence to declare that the military is in Trump’s thrall. The signs of decay are too limited to ground any conclusions that the longstanding professional norm is entirely gone.“We have seen a few things that are potentially alarming about erosion of the military’s non-partisan norm. But not in a way that’s definitive at this point,” Blankshain says.Second, the stressors on this tradition are going to keep piling on. Trump’s record makes it exceptionally clear that he wants the military to serve him personally — and that he, and Hegseth, will keep working to make it so. This means we really are in the midst of a quiet crisis, and will likely remain so for the foreseeable future.“The fact that he’s getting the troops to cheer for booing Democratic leaders at a time when there’s actually [a deployment to] a blue city and a blue state…he is ordering the troops to take a side,” Saideman says. “There may not be a coherent plan behind this. But there are a lot of things going on that are all in the same direction.”See More: Politics
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  • CERT Director Greg Touhill: To Lead Is to Serve

    Greg Touhill, director of the Software Engineering’s Institute’sComputer Emergency Response Teamdivision is an atypical technology leader. For one thing, he’s been in tech and other leadership positions that span the US Air Force, the US government, the private sector and now SEI’s CERT. More importantly, he’s been a major force in the cybersecurity realm, making the world a safer place and even saving lives. Touhill earned a bachelor’s degree from the Pennsylvania State University, a master’s degree from the University of Southern California, a master’s degree from the Air War College, was a senior executive fellow at the Harvard University Kennedy School of Government and completed executive education studies at the University of North Carolina. “I was a student intern at Carnegie Mellon, but I was going to college at Penn State and studying chemical engineering. As an Air Force ROTC scholarship recipient, I knew I was going to become an Air Force officer but soon realized that I didn’t necessarily want to be a chemical engineer in the Air Force,” says Touhill. “Because I passed all the mathematics, physics, and engineering courses, I ended up becoming a communications, electronics, and computer systems officer in the Air Force. I spent 30 years, one month and three days on active duty in the United States Air Force, eventually retiring as a brigadier general and having done many different types of jobs that were available to me within and even beyond my career field.” Related:Specifically, he was an operational commander at the squadron, group, and wing levels. For example, as a colonel, Touhill served as director of command, control, communications and computersfor the United States Central Command Forces, then he was appointed chief information officer and director, communications and information at Air Mobility Command. Later, he served as commander, 81st Training Wing at Kessler Air Force Base where he was promoted to brigadier general and commanded over 12,500 personnel. After that, he served as the senior defense officer and US defense attaché at the US Embassy in Kuwait, before concluding his military career as the chief information officer and director, C4 systems at the US Transportation Command, one of 10 US combatant commands, where he and his team were awarded the NSA Rowlett Award for the best cybersecurity program in the government. While in the Air Force, Touhill received numerous awards and decorations including the Bronze Star medal and the Air Force Science and Engineering Award. He is the only three-time recipient of the USAF C4 Professionalism Award. Related:Greg Touhill“I got to serve at major combatant commands, work with coalition partners from many different countries and represented the US as part of a diplomatic mission to Kuwait for two years as the senior defense official at a time when America was withdrawing forces out of Iraq. I also led the negotiation of a new bilateral defense agreement with the Kuwaitis,” says Touhill. “Then I was recruited to continue my service and was asked to serve as the deputy assistant secretary of cybersecurity and communications at the Department of Homeland Security, where I ran the operations of what is now known as the Cybersecurity and Infrastructure Security Agency. I was there at a pivotal moment because we were building up the capacity of that organization and setting the stage for it to become its own agency.” While at DHS, there were many noteworthy breaches including the infamous US Office of People Managementbreach. Those events led to Obama’s visit to the National Cybersecurity and Communications Integration Center.  “I got to brief the president on the state of cybersecurity, what we had seen with the OPM breach and some other deficiencies,” says Touhill. “I was on the federal CIO council as the cybersecurity advisor to that since I’d been a federal CIO before and I got to conclude my federal career by being the first United States government chief information security officer. From there, I pivoted to industry, but I also got to return to Carnegie Mellon as a faculty member at Carnegie Mellon’s Heinz College, where I've been teaching since January 2017.” Related:Touhill has been involved in three startups, two of which were successfully acquired. He also served on three Fortune 100 advisory boards and on the Information Systems Audit and Control Association board, eventually becoming its chair for a term during the seven years he served there. Touhill just celebrated his fourth year at CERT, which he considers the pinnacle of the cybersecurity profession and everything he’s done to date. “Over my career I've led teams that have done major software builds in the national security space. I've also been the guy who's pulled cables and set up routers, hubs and switches, and I've been a system administrator. I've done everything that I could do from the keyboard up all the way up to the White House,” says Touhill. “For 40 years, the Software Engineering Institute has been leading the world in secure by design, cybersecurity, software engineering, artificial intelligence and engineering, pioneering best practices, and figuring out how to make the world a safer more secure and trustworthy place. I’ve had a hand in the making of today’s modern military and government information technology environment, beginning as a 22-year-old lieutenant, and hope to inspire the next generation to do even better.” What ‘Success’ Means Many people would be satisfied with their careers as a brigadier general, a tech leader, the White House’s first anything, or working at CERT, let alone running it. Touhill has spent his entire career making the world a safer place, so it’s not surprising that he considers his greatest achievement saving lives. “In the Middle East and Iraq, convoys were being attacked with improvised explosive devices. There were also ‘direct fire’ attacks where people are firing weapons at you and indirect fire attacks where you could be in the line of fire,” says Touhill. “The convoys were using SINCGARS line-of-site walkie-talkies for communications that are most effective when the ground is flat, and Iraq is not flat. As a result, our troops were at risk of not having reliable communications while under attack. As my team brainstormed options to remedy the situation, one of my guys found some technology, about the size of an iPhone, that could covert a radio signal, which is basically a waveform, into a digital pulse I could put on a dedicated network to support the convoy missions.” For million, Touhill and his team quickly architected, tested, and fielded the Radio over IP networkthat had a 99% reliability rate anywhere in Iraq. Better still, convoys could communicate over the network using any radios. That solution saved a minimum of six lives. In one case, the hospital doctor said if the patient had arrived five minutes later, he would have died. Sage Advice Anyone who has ever spent time in the military or in a military family knows that soldiers are very well disciplined, or they wash out. Other traits include being physically fit, mentally fit, and achieving balance in life, though that’s difficult to achieve in combat. Still, it’s a necessity. “I served three and a half years down range in combat operations. My experience taught me you could be doing 20-hour days for a year or two on end. If you haven’t built a good foundation of being disciplined and fit, it impacts your ability to maintain presence in times of stress, and CISOs work in stressful situations,” says Touhill. “Staying fit also fortifies you for the long haul, so you don’t get burned out as fast.” Another necessary skill is the ability to work well with others.  “Cybersecurity is an interdisciplinary practice. One of the great joys I have as CERT director is the wide range of experts in many different fields that include software engineers, computer engineers, computer scientists, data scientists, mathematicians and physicists,” says Touhill. “I have folks who have business degrees and others who have philosophy degrees. It's really a rich community of interests all coming together towards that common goal of making the world a safer, more secure and more trusted place in the cyber domain. We’re are kind of like the cyber neighborhood watch for the whole world.” He also says that money isn’t everything, having taken a pay cut to go from being an Air Force brigadier general to the deputy assistant secretary of the Department of Homeland Security . “You’ll always do well if you pick the job that matters most. That’s what I did, and I’ve been rewarded every step,” says Touhill.  The biggest challenge he sees is the complexity of cyber systems and software, which can have second, third, and fourth order effects.  “Complexity raises the cost of the attack surface, increases the attack surface, raises the number of vulnerabilities and exploits human weaknesses,” says Touhill. “The No. 1 thing we need to be paying attention to is privacy when it comes to AI because AI can unearth and discover knowledge from data we already have. While it gives us greater insights at greater velocities, we need to be careful that we take precautions to better protect our privacy, civil rights and civil liberties.” 
    #cert #director #greg #touhill #lead
    CERT Director Greg Touhill: To Lead Is to Serve
    Greg Touhill, director of the Software Engineering’s Institute’sComputer Emergency Response Teamdivision is an atypical technology leader. For one thing, he’s been in tech and other leadership positions that span the US Air Force, the US government, the private sector and now SEI’s CERT. More importantly, he’s been a major force in the cybersecurity realm, making the world a safer place and even saving lives. Touhill earned a bachelor’s degree from the Pennsylvania State University, a master’s degree from the University of Southern California, a master’s degree from the Air War College, was a senior executive fellow at the Harvard University Kennedy School of Government and completed executive education studies at the University of North Carolina. “I was a student intern at Carnegie Mellon, but I was going to college at Penn State and studying chemical engineering. As an Air Force ROTC scholarship recipient, I knew I was going to become an Air Force officer but soon realized that I didn’t necessarily want to be a chemical engineer in the Air Force,” says Touhill. “Because I passed all the mathematics, physics, and engineering courses, I ended up becoming a communications, electronics, and computer systems officer in the Air Force. I spent 30 years, one month and three days on active duty in the United States Air Force, eventually retiring as a brigadier general and having done many different types of jobs that were available to me within and even beyond my career field.” Related:Specifically, he was an operational commander at the squadron, group, and wing levels. For example, as a colonel, Touhill served as director of command, control, communications and computersfor the United States Central Command Forces, then he was appointed chief information officer and director, communications and information at Air Mobility Command. Later, he served as commander, 81st Training Wing at Kessler Air Force Base where he was promoted to brigadier general and commanded over 12,500 personnel. After that, he served as the senior defense officer and US defense attaché at the US Embassy in Kuwait, before concluding his military career as the chief information officer and director, C4 systems at the US Transportation Command, one of 10 US combatant commands, where he and his team were awarded the NSA Rowlett Award for the best cybersecurity program in the government. While in the Air Force, Touhill received numerous awards and decorations including the Bronze Star medal and the Air Force Science and Engineering Award. He is the only three-time recipient of the USAF C4 Professionalism Award. Related:Greg Touhill“I got to serve at major combatant commands, work with coalition partners from many different countries and represented the US as part of a diplomatic mission to Kuwait for two years as the senior defense official at a time when America was withdrawing forces out of Iraq. I also led the negotiation of a new bilateral defense agreement with the Kuwaitis,” says Touhill. “Then I was recruited to continue my service and was asked to serve as the deputy assistant secretary of cybersecurity and communications at the Department of Homeland Security, where I ran the operations of what is now known as the Cybersecurity and Infrastructure Security Agency. I was there at a pivotal moment because we were building up the capacity of that organization and setting the stage for it to become its own agency.” While at DHS, there were many noteworthy breaches including the infamous US Office of People Managementbreach. Those events led to Obama’s visit to the National Cybersecurity and Communications Integration Center.  “I got to brief the president on the state of cybersecurity, what we had seen with the OPM breach and some other deficiencies,” says Touhill. “I was on the federal CIO council as the cybersecurity advisor to that since I’d been a federal CIO before and I got to conclude my federal career by being the first United States government chief information security officer. From there, I pivoted to industry, but I also got to return to Carnegie Mellon as a faculty member at Carnegie Mellon’s Heinz College, where I've been teaching since January 2017.” Related:Touhill has been involved in three startups, two of which were successfully acquired. He also served on three Fortune 100 advisory boards and on the Information Systems Audit and Control Association board, eventually becoming its chair for a term during the seven years he served there. Touhill just celebrated his fourth year at CERT, which he considers the pinnacle of the cybersecurity profession and everything he’s done to date. “Over my career I've led teams that have done major software builds in the national security space. I've also been the guy who's pulled cables and set up routers, hubs and switches, and I've been a system administrator. I've done everything that I could do from the keyboard up all the way up to the White House,” says Touhill. “For 40 years, the Software Engineering Institute has been leading the world in secure by design, cybersecurity, software engineering, artificial intelligence and engineering, pioneering best practices, and figuring out how to make the world a safer more secure and trustworthy place. I’ve had a hand in the making of today’s modern military and government information technology environment, beginning as a 22-year-old lieutenant, and hope to inspire the next generation to do even better.” What ‘Success’ Means Many people would be satisfied with their careers as a brigadier general, a tech leader, the White House’s first anything, or working at CERT, let alone running it. Touhill has spent his entire career making the world a safer place, so it’s not surprising that he considers his greatest achievement saving lives. “In the Middle East and Iraq, convoys were being attacked with improvised explosive devices. There were also ‘direct fire’ attacks where people are firing weapons at you and indirect fire attacks where you could be in the line of fire,” says Touhill. “The convoys were using SINCGARS line-of-site walkie-talkies for communications that are most effective when the ground is flat, and Iraq is not flat. As a result, our troops were at risk of not having reliable communications while under attack. As my team brainstormed options to remedy the situation, one of my guys found some technology, about the size of an iPhone, that could covert a radio signal, which is basically a waveform, into a digital pulse I could put on a dedicated network to support the convoy missions.” For million, Touhill and his team quickly architected, tested, and fielded the Radio over IP networkthat had a 99% reliability rate anywhere in Iraq. Better still, convoys could communicate over the network using any radios. That solution saved a minimum of six lives. In one case, the hospital doctor said if the patient had arrived five minutes later, he would have died. Sage Advice Anyone who has ever spent time in the military or in a military family knows that soldiers are very well disciplined, or they wash out. Other traits include being physically fit, mentally fit, and achieving balance in life, though that’s difficult to achieve in combat. Still, it’s a necessity. “I served three and a half years down range in combat operations. My experience taught me you could be doing 20-hour days for a year or two on end. If you haven’t built a good foundation of being disciplined and fit, it impacts your ability to maintain presence in times of stress, and CISOs work in stressful situations,” says Touhill. “Staying fit also fortifies you for the long haul, so you don’t get burned out as fast.” Another necessary skill is the ability to work well with others.  “Cybersecurity is an interdisciplinary practice. One of the great joys I have as CERT director is the wide range of experts in many different fields that include software engineers, computer engineers, computer scientists, data scientists, mathematicians and physicists,” says Touhill. “I have folks who have business degrees and others who have philosophy degrees. It's really a rich community of interests all coming together towards that common goal of making the world a safer, more secure and more trusted place in the cyber domain. We’re are kind of like the cyber neighborhood watch for the whole world.” He also says that money isn’t everything, having taken a pay cut to go from being an Air Force brigadier general to the deputy assistant secretary of the Department of Homeland Security . “You’ll always do well if you pick the job that matters most. That’s what I did, and I’ve been rewarded every step,” says Touhill.  The biggest challenge he sees is the complexity of cyber systems and software, which can have second, third, and fourth order effects.  “Complexity raises the cost of the attack surface, increases the attack surface, raises the number of vulnerabilities and exploits human weaknesses,” says Touhill. “The No. 1 thing we need to be paying attention to is privacy when it comes to AI because AI can unearth and discover knowledge from data we already have. While it gives us greater insights at greater velocities, we need to be careful that we take precautions to better protect our privacy, civil rights and civil liberties.”  #cert #director #greg #touhill #lead
    WWW.INFORMATIONWEEK.COM
    CERT Director Greg Touhill: To Lead Is to Serve
    Greg Touhill, director of the Software Engineering’s Institute’s (SEI’s) Computer Emergency Response Team (CERT) division is an atypical technology leader. For one thing, he’s been in tech and other leadership positions that span the US Air Force, the US government, the private sector and now SEI’s CERT. More importantly, he’s been a major force in the cybersecurity realm, making the world a safer place and even saving lives. Touhill earned a bachelor’s degree from the Pennsylvania State University, a master’s degree from the University of Southern California, a master’s degree from the Air War College, was a senior executive fellow at the Harvard University Kennedy School of Government and completed executive education studies at the University of North Carolina. “I was a student intern at Carnegie Mellon, but I was going to college at Penn State and studying chemical engineering. As an Air Force ROTC scholarship recipient, I knew I was going to become an Air Force officer but soon realized that I didn’t necessarily want to be a chemical engineer in the Air Force,” says Touhill. “Because I passed all the mathematics, physics, and engineering courses, I ended up becoming a communications, electronics, and computer systems officer in the Air Force. I spent 30 years, one month and three days on active duty in the United States Air Force, eventually retiring as a brigadier general and having done many different types of jobs that were available to me within and even beyond my career field.” Related:Specifically, he was an operational commander at the squadron, group, and wing levels. For example, as a colonel, Touhill served as director of command, control, communications and computers (C4) for the United States Central Command Forces, then he was appointed chief information officer and director, communications and information at Air Mobility Command. Later, he served as commander, 81st Training Wing at Kessler Air Force Base where he was promoted to brigadier general and commanded over 12,500 personnel. After that, he served as the senior defense officer and US defense attaché at the US Embassy in Kuwait, before concluding his military career as the chief information officer and director, C4 systems at the US Transportation Command, one of 10 US combatant commands, where he and his team were awarded the NSA Rowlett Award for the best cybersecurity program in the government. While in the Air Force, Touhill received numerous awards and decorations including the Bronze Star medal and the Air Force Science and Engineering Award. He is the only three-time recipient of the USAF C4 Professionalism Award. Related:Greg Touhill“I got to serve at major combatant commands, work with coalition partners from many different countries and represented the US as part of a diplomatic mission to Kuwait for two years as the senior defense official at a time when America was withdrawing forces out of Iraq. I also led the negotiation of a new bilateral defense agreement with the Kuwaitis,” says Touhill. “Then I was recruited to continue my service and was asked to serve as the deputy assistant secretary of cybersecurity and communications at the Department of Homeland Security, where I ran the operations of what is now known as the Cybersecurity and Infrastructure Security Agency. I was there at a pivotal moment because we were building up the capacity of that organization and setting the stage for it to become its own agency.” While at DHS, there were many noteworthy breaches including the infamous US Office of People Management (OPM) breach. Those events led to Obama’s visit to the National Cybersecurity and Communications Integration Center.  “I got to brief the president on the state of cybersecurity, what we had seen with the OPM breach and some other deficiencies,” says Touhill. “I was on the federal CIO council as the cybersecurity advisor to that since I’d been a federal CIO before and I got to conclude my federal career by being the first United States government chief information security officer. From there, I pivoted to industry, but I also got to return to Carnegie Mellon as a faculty member at Carnegie Mellon’s Heinz College, where I've been teaching since January 2017.” Related:Touhill has been involved in three startups, two of which were successfully acquired. He also served on three Fortune 100 advisory boards and on the Information Systems Audit and Control Association board, eventually becoming its chair for a term during the seven years he served there. Touhill just celebrated his fourth year at CERT, which he considers the pinnacle of the cybersecurity profession and everything he’s done to date. “Over my career I've led teams that have done major software builds in the national security space. I've also been the guy who's pulled cables and set up routers, hubs and switches, and I've been a system administrator. I've done everything that I could do from the keyboard up all the way up to the White House,” says Touhill. “For 40 years, the Software Engineering Institute has been leading the world in secure by design, cybersecurity, software engineering, artificial intelligence and engineering, pioneering best practices, and figuring out how to make the world a safer more secure and trustworthy place. I’ve had a hand in the making of today’s modern military and government information technology environment, beginning as a 22-year-old lieutenant, and hope to inspire the next generation to do even better.” What ‘Success’ Means Many people would be satisfied with their careers as a brigadier general, a tech leader, the White House’s first anything, or working at CERT, let alone running it. Touhill has spent his entire career making the world a safer place, so it’s not surprising that he considers his greatest achievement saving lives. “In the Middle East and Iraq, convoys were being attacked with improvised explosive devices. There were also ‘direct fire’ attacks where people are firing weapons at you and indirect fire attacks where you could be in the line of fire,” says Touhill. “The convoys were using SINCGARS line-of-site walkie-talkies for communications that are most effective when the ground is flat, and Iraq is not flat. As a result, our troops were at risk of not having reliable communications while under attack. As my team brainstormed options to remedy the situation, one of my guys found some technology, about the size of an iPhone, that could covert a radio signal, which is basically a waveform, into a digital pulse I could put on a dedicated network to support the convoy missions.” For $11 million, Touhill and his team quickly architected, tested, and fielded the Radio over IP network (aka “Ripper Net”) that had a 99% reliability rate anywhere in Iraq. Better still, convoys could communicate over the network using any radios. That solution saved a minimum of six lives. In one case, the hospital doctor said if the patient had arrived five minutes later, he would have died. Sage Advice Anyone who has ever spent time in the military or in a military family knows that soldiers are very well disciplined, or they wash out. Other traits include being physically fit, mentally fit, and achieving balance in life, though that’s difficult to achieve in combat. Still, it’s a necessity. “I served three and a half years down range in combat operations. My experience taught me you could be doing 20-hour days for a year or two on end. If you haven’t built a good foundation of being disciplined and fit, it impacts your ability to maintain presence in times of stress, and CISOs work in stressful situations,” says Touhill. “Staying fit also fortifies you for the long haul, so you don’t get burned out as fast.” Another necessary skill is the ability to work well with others.  “Cybersecurity is an interdisciplinary practice. One of the great joys I have as CERT director is the wide range of experts in many different fields that include software engineers, computer engineers, computer scientists, data scientists, mathematicians and physicists,” says Touhill. “I have folks who have business degrees and others who have philosophy degrees. It's really a rich community of interests all coming together towards that common goal of making the world a safer, more secure and more trusted place in the cyber domain. We’re are kind of like the cyber neighborhood watch for the whole world.” He also says that money isn’t everything, having taken a pay cut to go from being an Air Force brigadier general to the deputy assistant secretary of the Department of Homeland Security . “You’ll always do well if you pick the job that matters most. That’s what I did, and I’ve been rewarded every step,” says Touhill.  The biggest challenge he sees is the complexity of cyber systems and software, which can have second, third, and fourth order effects.  “Complexity raises the cost of the attack surface, increases the attack surface, raises the number of vulnerabilities and exploits human weaknesses,” says Touhill. “The No. 1 thing we need to be paying attention to is privacy when it comes to AI because AI can unearth and discover knowledge from data we already have. While it gives us greater insights at greater velocities, we need to be careful that we take precautions to better protect our privacy, civil rights and civil liberties.” 
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  • Learning to Lead in the Digital Age: The AI Readiness Reflection

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    Learning to Lead in the Digital Age: The AI Readiness Reflection

    As the race to integrate generative AI accelerates, organizations face a dual challenge: fostering tech-savviness across teams while developing next-generation leadership competencies. These are critical to ensuring that “everyone” in the organization is prepared for continuous adaptation and change.

    This AI Readiness Reflection is designed to help you assess where your leaders stand today and identify the optimal path to build the digital knowledge, mindset, skills, and leadership capabilities required to thrive in the future.

    Take the assessment now to discover how your current practices align with AI maturity—and gain actionable insights tailored to your organization’s readiness level.

    To download the full report, tell us a bit about yourself.

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    The post Learning to Lead in the Digital Age: The AI Readiness Reflection appeared first on Harvard Business Impact.
    #learning #lead #digital #age #readiness
    Learning to Lead in the Digital Age: The AI Readiness Reflection
    Insights Learning to Lead in the Digital Age: The AI Readiness Reflection As the race to integrate generative AI accelerates, organizations face a dual challenge: fostering tech-savviness across teams while developing next-generation leadership competencies. These are critical to ensuring that “everyone” in the organization is prepared for continuous adaptation and change. This AI Readiness Reflection is designed to help you assess where your leaders stand today and identify the optimal path to build the digital knowledge, mindset, skills, and leadership capabilities required to thrive in the future. Take the assessment now to discover how your current practices align with AI maturity—and gain actionable insights tailored to your organization’s readiness level. To download the full report, tell us a bit about yourself. First Name * Last Name * Job Title * Organization * Business Email * Country * — Please Select — United States United Kingdom Afghanistan Aland Islands Albania Algeria American Samoa Andorra Angola Anguilla Antarctica Antigua and Barbuda Argentina Armenia Aruba Australia Austria Azerbaijan Bahamas Bahrain Bangladesh Barbados Belarus Belgium Belize Benin Bermuda Bhutan Bolivia Bosnia and Herzegovina Botswana Bouvet Island Brazil British Indian Ocean Territory Brunei Darussalam Bulgaria Burkina Faso Burundi Cambodia Cameroon Canada Cape Verde Cayman Islands Central African Republic Chad Chile China Christmas Island CocosIslands Colombia Comoros Congo Congo, The Democratic Republic of Cook Islands Costa Rica Cote d’Ivoire Croatia Cuba Cyprus Czech Republic Denmark Djibouti Dominica Dominican Republic Ecuador Egypt El Salvador Equatorial Guinea Eritrea Estonia Ethiopia Falkland IslandsFaroe Islands Fiji Finland France French Guiana French Polynesia French Southern Territories Gabon Gambia Georgia Germany Ghana Gibraltar Greece Greenland Grenada Guadeloupe Guam Guatemala Guernsey Guinea Guinea-Bissau Guyana Haiti Heard Island and McDonald Islands Holy SeeHonduras Hong Kong Hungary Iceland India Indonesia Iran, Islamic Republic of Iraq Ireland Isle of Man Israel Italy Jamaica Japan Jersey Jordan Kazakhstan Kenya Kiribati Korea, Democratic People’s Republic Korea, Republic of Kuwait Kyrgyzstan Lao People’s Democratic Republic Latvia Lebanon Lesotho Liberia Libyan Arab Jamahiriya Liechtenstein Lithuania Luxembourg Macao Macedonia The Former Yugoslav Republic Madagascar Malawi Malaysia Maldives Mali Malta Marshall Islands Martinique Mauritania Mauritius Mayotte Mexico Micronesia, Federated States of Moldova, Republic of Monaco Mongolia Montenegro Montserrat Morocco Mozambique Myanmar Namibia Nauru Nepal Netherlands Netherlands Antilles New Caledonia New Zealand Nicaragua Niger Nigeria Niue Norfolk Island Northern Mariana Islands Norway Oman Pakistan Palau Palestinian Territory,Occupied Panama Papua New Guinea Paraguay Peru Philippines Pitcairn Poland Portugal Puerto Rico Qatar Reunion Romania Russian Federation Rwanda Saint Helena Saint Kitts and Nevis Saint Lucia Saint Pierre and Miquelon Saint Vincent and the Grenadines Samoa San Marino Sao Tome and Principe Saudi Arabia Senegal Serbia Serbia and Montenegro Seychelles Sierra Leone Singapore Slovakia Slovenia Solomon Islands Somalia South Africa South Georgia & Sandwich Islands Spain Sri Lanka Sudan Suriname Svalbard and Jan Mayen Swaziland Sweden Switzerland Syrian Arab Republic Taiwan Tajikistan Tanzania, United Republic of Thailand Timor-Leste Togo Tokelau Tonga Trinidad and Tobago Tunisia Turkey Turkmenistan Turks and Caicos Islands Tuvalu Uganda Ukraine United Arab Emirates United States Minor Outlying Islands Uruguay Uzbekistan Vanuatu Venezuela Viet Nam Virgin Islands, British Virgin Islands, U.S. Wallis and Futuna Western Sahara Yemen Zambia Zimbabwe I’m interested in a follow-up discussion By checking this box, you agree to receive emails and communications from Harvard Business Impact. To opt-out, please visit our Privacy Policy. Digital Intelligence Share this resource Share on LinkedIn Share on Facebook Share on X Share on WhatsApp Email this Page Connect with us Change isn’t easy, but we can help. Together we’ll create informed and inspired leaders ready to shape the future of your business. Contact us Latest Insights Strategic Alignment Harvard Business Publishing Unveils Harvard Business Impact as New Brand for Corporate Learning and Education Units Harvard Business Publishing announced the launch of Harvard Business Impact, a new brand identity for… : Harvard Business Publishing Unveils Harvard Business Impact as New Brand for Corporate Learning and Education Units News Digital Intelligence Succeeding in the Digital Age: Why AI-First Leadership Is Essential While AI makes powerful operational efficiencies possible, it cannot yet replace the creativity, adaptability, and… : Succeeding in the Digital Age: Why AI-First Leadership Is Essential Perspectives Digital Intelligence 4 Keys to AI-First Leadership: The New Imperative for Digital Transformation AI has become a defining force in reshaping industries and determining competitive advantage. To support… : 4 Keys to AI-First Leadership: The New Imperative for Digital Transformation Infographic Talent Management Leadership Fitness Behavioral Assessment In our study, “Leadership Fitness: Developing the Capacity to See and Lead Differently Amid Complexity,”… : Leadership Fitness Behavioral Assessment Job Aid The post Learning to Lead in the Digital Age: The AI Readiness Reflection appeared first on Harvard Business Impact. #learning #lead #digital #age #readiness
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    Learning to Lead in the Digital Age: The AI Readiness Reflection
    Insights Learning to Lead in the Digital Age: The AI Readiness Reflection As the race to integrate generative AI accelerates, organizations face a dual challenge: fostering tech-savviness across teams while developing next-generation leadership competencies. These are critical to ensuring that “everyone” in the organization is prepared for continuous adaptation and change. This AI Readiness Reflection is designed to help you assess where your leaders stand today and identify the optimal path to build the digital knowledge, mindset, skills, and leadership capabilities required to thrive in the future. Take the assessment now to discover how your current practices align with AI maturity—and gain actionable insights tailored to your organization’s readiness level. To download the full report, tell us a bit about yourself. First Name * Last Name * Job Title * Organization * Business Email * Country * — Please Select — United States United Kingdom Afghanistan Aland Islands Albania Algeria American Samoa Andorra Angola Anguilla Antarctica Antigua and Barbuda Argentina Armenia Aruba Australia Austria Azerbaijan Bahamas Bahrain Bangladesh Barbados Belarus Belgium Belize Benin Bermuda Bhutan Bolivia Bosnia and Herzegovina Botswana Bouvet Island Brazil British Indian Ocean Territory Brunei Darussalam Bulgaria Burkina Faso Burundi Cambodia Cameroon Canada Cape Verde Cayman Islands Central African Republic Chad Chile China Christmas Island Cocos (Keeling) Islands Colombia Comoros Congo Congo, The Democratic Republic of Cook Islands Costa Rica Cote d’Ivoire Croatia Cuba Cyprus Czech Republic Denmark Djibouti Dominica Dominican Republic Ecuador Egypt El Salvador Equatorial Guinea Eritrea Estonia Ethiopia Falkland Islands (Malvinas) Faroe Islands Fiji Finland France French Guiana French Polynesia French Southern Territories Gabon Gambia Georgia Germany Ghana Gibraltar Greece Greenland Grenada Guadeloupe Guam Guatemala Guernsey Guinea Guinea-Bissau Guyana Haiti Heard Island and McDonald Islands Holy See (Vatican City State) Honduras Hong Kong Hungary Iceland India Indonesia Iran, Islamic Republic of Iraq Ireland Isle of Man Israel Italy Jamaica Japan Jersey Jordan Kazakhstan Kenya Kiribati Korea, Democratic People’s Republic Korea, Republic of Kuwait Kyrgyzstan Lao People’s Democratic Republic Latvia Lebanon Lesotho Liberia Libyan Arab Jamahiriya Liechtenstein Lithuania Luxembourg Macao Macedonia The Former Yugoslav Republic Madagascar Malawi Malaysia Maldives Mali Malta Marshall Islands Martinique Mauritania Mauritius Mayotte Mexico Micronesia, Federated States of Moldova, Republic of Monaco Mongolia Montenegro Montserrat Morocco Mozambique Myanmar Namibia Nauru Nepal Netherlands Netherlands Antilles New Caledonia New Zealand Nicaragua Niger Nigeria Niue Norfolk Island Northern Mariana Islands Norway Oman Pakistan Palau Palestinian Territory,Occupied Panama Papua New Guinea Paraguay Peru Philippines Pitcairn Poland Portugal Puerto Rico Qatar Reunion Romania Russian Federation Rwanda Saint Helena Saint Kitts and Nevis Saint Lucia Saint Pierre and Miquelon Saint Vincent and the Grenadines Samoa San Marino Sao Tome and Principe Saudi Arabia Senegal Serbia Serbia and Montenegro Seychelles Sierra Leone Singapore Slovakia Slovenia Solomon Islands Somalia South Africa South Georgia & Sandwich Islands Spain Sri Lanka Sudan Suriname Svalbard and Jan Mayen Swaziland Sweden Switzerland Syrian Arab Republic Taiwan Tajikistan Tanzania, United Republic of Thailand Timor-Leste Togo Tokelau Tonga Trinidad and Tobago Tunisia Turkey Turkmenistan Turks and Caicos Islands Tuvalu Uganda Ukraine United Arab Emirates United States Minor Outlying Islands Uruguay Uzbekistan Vanuatu Venezuela Viet Nam Virgin Islands, British Virgin Islands, U.S. Wallis and Futuna Western Sahara Yemen Zambia Zimbabwe I’m interested in a follow-up discussion By checking this box, you agree to receive emails and communications from Harvard Business Impact. To opt-out, please visit our Privacy Policy. Digital Intelligence Share this resource Share on LinkedIn Share on Facebook Share on X Share on WhatsApp Email this Page Connect with us Change isn’t easy, but we can help. Together we’ll create informed and inspired leaders ready to shape the future of your business. Contact us Latest Insights Strategic Alignment Harvard Business Publishing Unveils Harvard Business Impact as New Brand for Corporate Learning and Education Units Harvard Business Publishing announced the launch of Harvard Business Impact, a new brand identity for… Read more: Harvard Business Publishing Unveils Harvard Business Impact as New Brand for Corporate Learning and Education Units News Digital Intelligence Succeeding in the Digital Age: Why AI-First Leadership Is Essential While AI makes powerful operational efficiencies possible, it cannot yet replace the creativity, adaptability, and… Read more: Succeeding in the Digital Age: Why AI-First Leadership Is Essential Perspectives Digital Intelligence 4 Keys to AI-First Leadership: The New Imperative for Digital Transformation AI has become a defining force in reshaping industries and determining competitive advantage. To support… Read more: 4 Keys to AI-First Leadership: The New Imperative for Digital Transformation Infographic Talent Management Leadership Fitness Behavioral Assessment In our study, “Leadership Fitness: Developing the Capacity to See and Lead Differently Amid Complexity,”… Read more: Leadership Fitness Behavioral Assessment Job Aid The post Learning to Lead in the Digital Age: The AI Readiness Reflection appeared first on Harvard Business Impact.
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  • 4 Key Objectives for Leadership Development that Support Transformation

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    4 Key Objectives for Leadership Development that Support Transformation

    Organizational and industry-wide transformation initiatives pose difficulties for Learning and Development in readying leaders to ensure the success of these changes. Our 2024 global survey, which included 1,134 L&D and HR professionals and functional heads across 15 countries, pinpointed four main goals in leadership development that aid in facilitating transformation.

    To find out more, download the infographic.

    View the infographic

    Leadership DevelopmentTransformation

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    The post 4 Key Objectives for Leadership Development that Support Transformation appeared first on Harvard Business Impact.
    #key #objectives #leadership #development #that
    4 Key Objectives for Leadership Development that Support Transformation
    Insights 4 Key Objectives for Leadership Development that Support Transformation Organizational and industry-wide transformation initiatives pose difficulties for Learning and Development in readying leaders to ensure the success of these changes. Our 2024 global survey, which included 1,134 L&D and HR professionals and functional heads across 15 countries, pinpointed four main goals in leadership development that aid in facilitating transformation. To find out more, download the infographic. View the infographic Leadership DevelopmentTransformation Share this resource Share on LinkedIn Share on Facebook Share on X Share on WhatsApp Email this Page Connect with us Change isn’t easy, but we can help. Together we’ll create informed and inspired leaders ready to shape the future of your business. Contact us Latest Insights Strategic Alignment Harvard Business Publishing Unveils Harvard Business Impact as New Brand for Corporate Learning and Education Units Harvard Business Publishing announced the launch of Harvard Business Impact, a new brand identity for… : Harvard Business Publishing Unveils Harvard Business Impact as New Brand for Corporate Learning and Education Units News Digital Intelligence Succeeding in the Digital Age: Why AI-First Leadership Is Essential While AI makes powerful operational efficiencies possible, it cannot yet replace the creativity, adaptability, and… : Succeeding in the Digital Age: Why AI-First Leadership Is Essential Perspectives Digital Intelligence 4 Keys to AI-First Leadership: The New Imperative for Digital Transformation AI has become a defining force in reshaping industries and determining competitive advantage. To support… : 4 Keys to AI-First Leadership: The New Imperative for Digital Transformation Infographic Talent Management Leadership Fitness Behavioral Assessment In our study, “Leadership Fitness: Developing the Capacity to See and Lead Differently Amid Complexity,”… : Leadership Fitness Behavioral Assessment Job Aid The post 4 Key Objectives for Leadership Development that Support Transformation appeared first on Harvard Business Impact. #key #objectives #leadership #development #that
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    4 Key Objectives for Leadership Development that Support Transformation
    Insights 4 Key Objectives for Leadership Development that Support Transformation Organizational and industry-wide transformation initiatives pose difficulties for Learning and Development in readying leaders to ensure the success of these changes. Our 2024 global survey, which included 1,134 L&D and HR professionals and functional heads across 15 countries, pinpointed four main goals in leadership development that aid in facilitating transformation. To find out more, download the infographic. View the infographic Leadership DevelopmentTransformation Share this resource Share on LinkedIn Share on Facebook Share on X Share on WhatsApp Email this Page Connect with us Change isn’t easy, but we can help. Together we’ll create informed and inspired leaders ready to shape the future of your business. Contact us Latest Insights Strategic Alignment Harvard Business Publishing Unveils Harvard Business Impact as New Brand for Corporate Learning and Education Units Harvard Business Publishing announced the launch of Harvard Business Impact, a new brand identity for… Read more: Harvard Business Publishing Unveils Harvard Business Impact as New Brand for Corporate Learning and Education Units News Digital Intelligence Succeeding in the Digital Age: Why AI-First Leadership Is Essential While AI makes powerful operational efficiencies possible, it cannot yet replace the creativity, adaptability, and… Read more: Succeeding in the Digital Age: Why AI-First Leadership Is Essential Perspectives Digital Intelligence 4 Keys to AI-First Leadership: The New Imperative for Digital Transformation AI has become a defining force in reshaping industries and determining competitive advantage. To support… Read more: 4 Keys to AI-First Leadership: The New Imperative for Digital Transformation Infographic Talent Management Leadership Fitness Behavioral Assessment In our study, “Leadership Fitness: Developing the Capacity to See and Lead Differently Amid Complexity,”… Read more: Leadership Fitness Behavioral Assessment Job Aid The post 4 Key Objectives for Leadership Development that Support Transformation appeared first on Harvard Business Impact.
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