Sign up with Facebook
Sign up with Twitter
Sign up with Linkedin
I don't have a Facebook, a Twitter or a LinkedIn account
Start a free trial of Scoop.it Business
Despite the devastating consequences implied by a failure to address global challenges like climate change, poverty, and food insecurity, humanity has not risen to the occasion.
Are you sure you want to delete this scoop?
Jive Report Finds More and More Employees are Collaborating at Work CMSWire Enterprise social collaboration is now mainstream, with a majority of employees in a third of all corporations using such solutions.
Collaborate to Grow Says Deloitte Global CEO Barry Salzberg Forbes We live in a connected, collaborative economy driven by an always-on access to information at the tip of our fingers through our mobile devices and shared through social media.
It's not just the bulk toilet paper and $1.50 hot dog combos.
No single challenge has been greater for me as a leader than learning how to take better care of the people I lead, and to create a safe, supportive space in which they can thrive. Like most men I know, I grew up with very little modeling around empathy — the ability to recognize, experience and be sensitive to what others are feeling. Empathy proved especially difficult for me whenever I felt vulnerable. My instinctive response was to protect myself, most often with aggression. I equated aggression with safety, and vulnerability with weakness. Today, I recognize the opposite is often true. The more I acknowledge my own fears and uncertainties, the safer people feel with me and the more effectively they work. But even now, I'm amazed at how dense I can sometimes be.
We're smack in the middle of World Kindness Week. It's a time to reflect on being kind and, for those of us who lead organizations, a time to think about kindness in leadership. For many critics, kindness in leadership equates to weakness.
For many critics, kindness in leadership equates to weakness. However, in today’s age of open feedback available on the web both from customers and employees, being a kind leader is essential to success.
As Part of 85 Broads San Francisco Conversation on the Future of Work
One of the most common questions asked by an employee of his or her company is, “What can I do to get promoted?”The thinking behind the question is obvious: The employee assumes there be some key
The key to being "Highly Promotable" is to stay focused on today's work and not tomorow's outcome. If you want a promotion stop working "for the promotion" and praise. Instead start working for the sake of good work, and produce outcomes today that show evidence of movement toward the person you are trying to become.
Maslow created a hierarchy of needs for the individual.
Maslow's Hierarchy of Needs is a popular way of thinking about people's needs. Published by psychologist Abraham Maslow in his 1943 article, "A Theory of Human Motivation," this theory contends that as humans strive to meet our most basic needs, we also seek to satisfy a higher set of needs.
Maslow presents this set of needs as a hierarchy, consisting of:
Physiological/bodily needs.Safety needs.Love/belonging needs.Self-esteem.Self-actualization (the desire to be "all that you can be").
The theory argues that the most fundamental level starts with the physiological need for food, water and shelter.
This is followed by security and social needs.
Maslow believed that the higher level needs, such as self-esteem and self-fulfillment, could only be met after the lower level needs had been satisfied.
✎✎ What about Team Needs?
Using the need hierarchy frame and a specific software, Sarma and van der Hoek 2004 got an insight into what are the fundamental needs for a team to function, what makes the team cohesive and how can the team be made more efficient.
They createed a hierarchy comprising of the deficiency needs and the growth needs.
The first four layers are namely fundamental needs, safety needs, belonging needs and Esteem needs.
Once the needs at a particular level are satisfied the team needs to fulfill the needs at the higher level.
Once all the deficiency needs are satisfied the team is free to address its growth needs and reach self-actualization.
As the requirements of an individual in a society are different from the collaboration requirements of a software development team the specific needs in a layer are different than that of the individual.
Maslow placed the needs in a hierarchy such that only after the needs of a layer are satisfied would an individual care about the needs in the next layer.
The five layers in our hierarchy of collaboration needs for a team are illustrated within their paper...
Using Maslow's insight Sarma and van der Hoek 2004 created a hierarchy of needs for the team. In their paper they map the needs of a software development team to the need layers that Maslow prescribed for the individual.
In creating this mapping they come across an interesting observation that most collaborative tools focus on enhancing the efficiency of the team and de- pend on collocation to create team cohesiveness...
Maslow’s Hierarchy of Needs relates to organizational theory and behavior because it explores a worker’s motivation.
Some people are prepared to work just for money, because of friends, or the fact that they are respected by others and recognized for their good work.
➳ The Limitations of Maslow’s Hierarchy Of Needs:
Five important Limitations about maslow’s Hierarchy of Needs Theory:
1. The Theory is lacking about the motivators of extrinsically driven individuals...
2. Difficult for manager to identify the need level for employees...
3. The Most Powerful unsatisfied Need provides the most motivation...
This is often due to the fact that different individuals are driven to satisfy different needs at a certain time...
4. The theory is not empirically supported...
The definition of empirical is ‘something that can be proven or verified through studies or experiments’...
5. Basic Needs may not need to be satisfied to acknowledge higher needs...
Based on the theory, we assume that if an individual that is lacking in basic amenities or in a questionable working environment, he/she will never unlock the higher needs in the hierarchy....
☼ Expansion/Extension of the Pyramid:
The Maslow's hierarchy of needs, not only provides a set of techniques for subtly coercing higher productivity from employees, but alsofosters a new culture in the workplace, one that leads to fulfilled workers, in which productivity is an advantageous fringe benefit.
The pyramid can be revised and expanded to include aesthetic needs, cognitive needs, and the need to find meaning.
An understanding of these needs and the value of fulfilling them in the workplace may add immeasurable long-term benefits in employee well being, and therefore employee productivity and retention.
>> Maslow's Hierarchy of Needs: General Considerations
✿ Physiological Needs:
Once an employee's immediate living needs are taken care of, he or she is likely to begin thinking about safety and security needs...
✿ Safety Needs:
When an employee feels safe, he or she will seek to become a contributing member of the community of employees.
✿ Belonging and Social Needs:
Once the employee feels valued, he or she will seek to grow in competence and self-esteem...
✿ Esteem Needs:
Once an employee begins to feel good about him or herself, that employee will want to continue to grow...
✿ Cognitive Needs:
When an employee is continuously learning and growing, he or she will begin to organize this knowledge, often in new and creative ways...
✿ Aesthetic Needs:
The employee’s work now has the potential to become a means of self-expression....
✿ Self-actualization Needs
Once a person feels that he or she has achieved his or her potential, that person will begin to feel a need for a connection with something greater...
✿ Need for Transcendence:
When an employee's work is imbued with grander meaning, he or she will be less likely to indulge in short-term unethical behavior.
The employee will also be internally motivated to keep doing good work, with continuous improvement....
Post Image: http://bit.ly/16qDVeX
Exploring employee engagement from the employee perspective: implications for HRD
Eleven Ways to Create Real Employee Engagement from the Ground Up Hotel News Resource These days we hear plenty about employee engagement. We know disengaged employees are bad for business.
In Aon Hewitt’s 2013 Trends in Global Employee Engagement report, a grim portrait of the post-recession business world emerges. Right in the introduction, better employee engagement is cited as the solution to our current ills.
Empathy and a true understanding of the other is critical to building flourishing startup communities.
Empathy is often looked down upon in the business world because it is seen as antithetical to the modern day corporate environment (competitive, cutthroat, ladder to the top, etc.). However, it is one of the most important values that an organization can adopt and promote as part of its company culture. Empathy at its basest form is that ability to connect with and relate to others. This means we have to adopt a stance that goes beyond just seeing and hearing what goes on around us and truly seek to understand the logical and emotional reasoning of the people around us.
The notion of empathy being critical to business is not new; Ashoka has deemed empathy as the force that drives business; Forbes called empathy invaluable to business; and the Guardian deemed it the last big business taboo that needs to be overcome.
by Ryan Smith
Empathy in Design
In realm of design, design-thinking is rooted in empathy, where you try to see from the perspective of a user of a given design or product. There is a lot more to design thinking than that, but in a nutshell it is about human centered design where empathy is king.
Empathy in Human Services
In the social services field I’ve been striving to lead new thinking in, there is also a focus on empathy when designing quality support services. For example, in the old days of social services, an institution or bunch of “experts” would often end up designing irrelevant services because the service model was not based on what the client needed and wanted but on what the system needed. In other words, there was a lack of empathy for the individual needs and wishes of the client. Nowadays, the best social service designers, are much like design thinkers; empathizing, inquiring more, testing ideas and always wondering if a proposed service is truly relevant to the person that uses the service.
By Ben Weinlick
Tom Calvard from Edinburgh University Business School analyses different ways we can work together.
Build the team first
Top employers encourage collaboration Waterloo Record Pride in the company's product, along with an easygoing and collaborative work environment, put McAfee Canada on the top employers' list.
The 2013 Culture and Change Management Survey looks at global perceptions of culture, its impact on change, and the barriers to successful transformation.
In their upcoming book, "The Insignificant CEO: The Art & Science of Transformational Leadership," David Woods and Brent Douglas explain what it takes to bec...
I took part in a conference in London to explore the benefits of creating a culture of compassion at work.
My role was to introduce and interview the speakers - leading business professors, consultants, psychologists, scientists, teachers, healthcare professionals and others who have been studying compassion and how it can transform companies and organisations...
Here are six things I learned about why this matters:
1. Stress is bad for business...
2. Compassion boosts the bottom line...
3. Givers come out on top...
4. Compassion makes us happier and healthier...
5. Kindness is contagious...
6. Everyone wins...
Andy Fraser - Journalist focusing on empathy and compassion
Workplace happiness may seem like a fuzzy concept when it comes to financial value. But as the Parnassus Workplace Fund has proven dignity has--and...
Employee engagement is like rolling a snowball uphill - Interview with Peter A. Hunter - It needs managing all of the time and if you take your eye off the ball it'll roll all the way down to the bottom of the hill and you'll lose all of ...
Great article - it's always important to keep your program going and make adjustments as needed versus letting it slide.
Can you honestly say that you are happy at work? If you answered yes to that question then congratulations, you belong to a small demographic of gainfully employed individuals fully committed to their role at work.
The Q12 really does make a lot of sense. The more I read articles and insights on employee engagement the Q12 always seems to be the most complete and straightforward list. If you get some of the list right you will have more engaged employees. Having fully engaged employees all the time is probably impossible. Probably because work is after all – work and not always fun. But if you work with purpose you can always find ways to be engaged. If you can't, do everyone a favor and find a change that does engage you.
Hospital systems in the U.S. are at a crisis point. Among the many changes ushered in with the new health care law is the shift to value-based purchasing, which ties a system’s Medicare and Medicaid reimbursements to the quality of the services it...
Only 13% of employees worldwide are engaged in their jobs, according to 2011-2012 numbers collected by Gallup. What does that mean for where you live and work?
What You See is What You Get. Healthy Leaders, Healthy Culture
If you do not set the tone for the cuture it will take on a life of its own and maybe become something you did not want. Been there, turst me.
[KEY POINTS in Plain English]
There’s a misunderstanding that employees create a company’s culture — for example: how they dress, how they do business and how they communicate. If you observe a company’s employees, it is easy to think they’re both the result and the creators (cause) of the culture.
But Leadership is the real foundation of any organization's culture.
The leader is the visionary who sets the direction and style of the company’s personality. The leader creates internal culture through the people s/he hires, the information s/he provides and the resources s/he makes available.
Leadership ultimately (finally) determines the culture of a company. The leader develops it and maintains it — whether it is good or bad.
But if you’re the creator of an unhealthy culture, you can also be its cure.
[Or, is it better to hire a new, transformational leader to implement the required change?]
Recent trends show that people increasingly value material goods over relationships—but neuroscience and evolution say this goes against our nature.