The choice of solitude, of active aloneness, has relevance not only to romance but to all human bonds. And yet that choice is one our culture treats with equal parts apprehension and contempt. Solitude, the kind we elect ourselves, is met with judgement and enslaved by stigma. But, it is also a capacity absolutely essential for a full life.

In the early 1990’s, a trio of psychologists began studying violinists at the Universität der Künste, a historic arts academy in the heart of West Berlin. They divided players into two groups, the elite & the average, and then had them document in detail how they spent their days. Their goal was to answer one fundamental question: Why are the elite players better than the average players?

What’s the secret to a fulfilling career? Purpose. Satisfaction. That’s what most people likely believe, anyhow. But how true is that assumption? Could there be more to it than that? Lots of research now points to fulfilling relationships, both inside and outside of work, as the key to a flourishing career.

Nonviolent communication (NVC) is a popular method of conflict resolution that privileges unbiased evidence and specificity. A tool that can be used with partners, family & colleagues alike, benefits might include clarity in understanding and realizing your own desires, increased compassion and empathy towards yourself and others, and closer, more meaningful relationships.

Fidelity’s Peter Lynch, sits down with Viewpoints to share some of his investing secrets to success and important lessons. Gather more insight from Peter here.

It’s no secret that the our current knowledge based work culture doesn’t really have an off button. We’ve made ourselves available nearly around the clock with emails & smart phones, somehow believing this makes us more productive. With our new work structures, new ideologies & experiments will be key in understanding how this model can be used best. A German entrepreneur named Lasse Rheingans is one of the first to implement a new approach that could pave the way for the answers we’re looking for.

Makers and Managers. They work separately just fine, but when trying to work together, tension ensues. Why? Because the way in which each spend their time working is much different from the other. Nearly all organizations today support the manager’s schedule, broken up into one hour intervals, which doesn’t suit the maker’s desire for longer working chunks. How can a company learn to support both?

It’s a natural human reaction to shy away from disagreeing with a superior. Our default evolutionary trait is to decrease conflict, especially when we believe it could have negative consequences. Although it’s often time easier to agree, it’s not always the right thing to do. One tip is to let the other person know you’re on the same side. Read here for more great suggestions.