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We live in a time of information abundance, which far too many of us see as information overload. With the sum total of human knowledge, past and present, at our fingertips, we’re faced with a crisis of attention: which ideas should we engage with, and why? Big Think is an evolving roadmap to the best thinking on the planet — the ideas that can help you think flexibly and act decisively in a multivariate world.

A word about Big Ideas and Themes — The architecture of Big Think

Big ideas are lenses for envisioning the future. Every article and video on bigthink.com and on our learning platforms is based on an emerging “big idea” that is significant, widely relevant, and actionable. We’re sifting the noise for the questions and insights that have the power to change all of our lives, for decades to come. For example, reverse-engineering is a big idea in that the concept is increasingly useful across multiple disciplines, from education to nanotechnology.

Themes are the seven broad umbrellas under which we organize the hundreds of big ideas that populate Big Think. They include New World Order, Earth and Beyond, 21st Century Living, Going Mental, Extreme Biology, Power and Influence, and Inventing the Future.

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Why the Employee, Not the Customer, Is Always Right

June 1, 2014, 8:02 PM

What's the Latest?

The post-recession workforce is threadbare. Increased competition as well as additional professional expectations have created a wide net of disinterested employees throughout the United States. "The rise of digital technology is perhaps the biggest influence, exposing us to an unprecedented flood of information and requests that we feel compelled to read and respond to at all hours of the day and night." Today, only 30 percent of American employees feel engaged at work; most senior leaders have experienced burnout on the job. Without forthright effort on the part of employers, the workplace is likely to steadily get worse.

What's the Big Idea?

The business consulting firm The Energy Project has isolated four core needs that, if met, supply employees with a sense of satisfaction and motivate them to approach their work with more vigor: physical, emotional, mental, and spiritual. "A truly human-centered organization puts its people first — even above customers — because it recognizes that they are the key to creating long-term value." Costo, for example, which pays its average employee nearly $21 per hour, has seen a 200 percent increase in stock value compared to the 50 percent rise of its main competitor, Sam's Club.

Read more at the New York Times


Why the Employee, Not the C...

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