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Harmonious and Balanced Workplace
This is a collection of articles, blogs, comments and research that features integral approach to business and how to cultivate and coordinate a workplace that harnesses today's society to meet tomorrow's needs.
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Can Money Buy You Happiness At Work?

Can Money Buy You Happiness At Work? | Harmonious and Balanced Workplace | Scoop.it
As you rise up the corporate ladder you get more money, but also more stress and more complications that can make you less happy on the job, right? No, not necessarily, according to a new survey by the jobs site CareerBliss.com.
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3 Leadership Must Do’s for 2014

3 Leadership Must Do’s for 2014 | Harmonious and Balanced Workplace | Scoop.it

According to a survey published this month by Right Management, 83% of employees said they are actively seeking a new position for 2014. Gallup’s State of the American Workplace study earlier this year found that 70% of workers are not engaged or actively disengaged and emotionally disconnected from their workplaces, and thus less likely to be productive. Gallup’s research also finds that engagement is strongly connected to business outcomes essential to an organization’s financial success.

Here are three workplace trends that are likely to keep employees engaged and retained in 2014:


Via David Hain, Jean-Philippe D'HALLUIN
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David Hain's curator insight, December 7, 2013 2:47 AM

Bottom line: pay attention to honing your leadership style in 2014.  If not, your employees may find other opportunities to get their voices heard.

Karl Wabst's curator insight, December 11, 2013 6:27 PM

Corporate leaders are also employees. If they are disengaged, their people are likely to be as well. Leaders and Managers are not immune to the disillusionment of the past decade. Some percentage of the 83% of employees actively seeking a new position are leaders. When the market finally opens up, expect movement at all levels.

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Listening: The Hardest Part: Design Thinking methodology of innovation, the first major phase is Empathy.

Listening: The Hardest Part: Design Thinking methodology of innovation, the first major phase is Empathy. | Harmonious and Balanced Workplace | Scoop.it

For many in the innovation field, the hardest task is listening – real listening, deep listening. To listen without building a mental model or rushing to a conclusion is a cultivated skill.

 

To listen to a person’s summary of your product or service and honor their experience as the only experience that matters is not only a great courtesy, but it can be a competitive advantage; that is, if you are willing to collect feedback from a lot of customers and apply adaptive intelligence.

 

The hardest part is just listening.

 

In the Design Thinking methodology of innovation, the first major phase is Empathy.


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Designing Spaces, Inspiring Empathy

Designing Spaces, Inspiring Empathy | Harmonious and Balanced Workplace | Scoop.it

Perhaps you can’t teach it but you maybe can inspire it. Empathy requires putting oneself in a position to understand another person’s experiences and ultimately their needs, and in any classroom that is no simple lesson to learn—but it is exactly what Interior Architecture Professor Sarah Sherman is attempting to do in her Graduate 5 Healthcare Studio.

“In order to design a healthcare facility a student must deeply understand the users of the space,” Professor Sherman explains.  She emphasizes that the design of healthcare facilities provides a unique opportunity to affect people at a critical point in their life.


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Jive Report Finds More and More Employees are Collaborating at Work - CMSWire

Jive Report Finds More and More Employees are Collaborating at Work - CMSWire | Harmonious and Balanced Workplace | Scoop.it
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.
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Collaborate to Grow Says Deloitte Global CEO Barry Salzberg - Forbes

Collaborate to Grow Says Deloitte Global CEO Barry Salzberg - Forbes | Harmonious and Balanced Workplace | Scoop.it
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.
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11 Reasons to Love Costco That Have Nothing To Do With Shopping

11 Reasons to Love Costco That Have Nothing To Do With Shopping | Harmonious and Balanced Workplace | Scoop.it
It's not just the bulk toilet paper and $1.50 hot dog combos.
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What Women Know about Leadership that Men Don't

What Women Know about Leadership that Men Don't | Harmonious and Balanced Workplace | Scoop.it

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.

 

TONY SCHWARTZ,

 


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Kindness Does Not Equate To Weakness In Leadership

Kindness Does Not Equate To Weakness In Leadership | Harmonious and Balanced Workplace | Scoop.it
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.
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John Michel's curator insight, November 18, 2013 11:01 PM

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.

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Key Trends in the Future of Work

As Part of 85 Broads San Francisco Conversation on the Future of Work
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Essential Qualities of Highly Promotable Employees

Essential Qualities of Highly Promotable Employees | Harmonious and Balanced Workplace | Scoop.it
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
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Michael_J_Stone's curator insight, November 17, 2013 7:11 AM

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.

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☼ Maslow’s Need Hierarchy: A Need Hierarchy for Teams ☼

☼ Maslow’s Need Hierarchy: A Need Hierarchy for Teams ☼ | Harmonious and Balanced Workplace | Scoop.it

 

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.

http://bit.ly/mAQIJE

 

 

✎✎ 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.

 

 

➳➳ Note:

➳ 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....

http://bit.ly/1bPR9Wf

 

 

☼ 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...

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✿ Safety Needs:

When an employee feels safe, he or she will seek to become a contributing member of the community of employees.

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✿ Belonging and Social Needs:

Once the employee feels valued, he or she will seek to grow in competence and self-esteem...

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✿ Esteem Needs:

Once an employee begins to feel good about him or herself, that employee will want to continue to grow...

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.

 

✿ 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...

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✿ Aesthetic Needs:

The employee’s work now has the potential to become a means of self-expression....

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✿ 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...

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✿ 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....

http://bit.ly/1c9KbQd

 

 

Resources:

http://bit.ly/16nmEst

http://bit.ly/1aA1umS

http://bit.ly/1c9KbQd

http://bit.ly/dkVDo5

http://bit.ly/1h0P51u

http://bit.ly/1i94PNH

http://bit.ly/nrGlhj

http://abt.cm/v0xVv

http://bit.ly/YwUii

http://bit.ly/qTtYLW

http://bit.ly/fSe52W

 

 

Post Image: http://bit.ly/16qDVeX

 


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Open-source, open world | TED Playlists | TED

Open-source, open world | TED Playlists | TED | Harmonious and Balanced Workplace | Scoop.it
Embrace our wide-open shareable future -- where everything's hackable and the power of the crowd propels innovation.
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Why Employees Have a Role In Their Own Engagement - Fistful of Talent

Why Employees Have a Role In Their Own Engagement - Fistful of Talent | Harmonious and Balanced Workplace | Scoop.it
Employees aren't just employees. They bring a lot to the table and can use their different personalities and life experiences to contribute to engagement at work. (Great read on employee engagement.

Via Kudos
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Kudos's curator insight, November 10, 2013 2:16 PM

FOT is always good for a bit of debate. I agree with the premise that employee's are resposnible for their engagement. Management can do their best to create a culture  that is unique and opportunities that are interesting within the context of the company's goals and priorties. But employees do need to get invovled, embrace the vision and mission and in the process help shape the culture and their own future in an organization. If you choose to be a passengers you may end up somewhere you do not want to go. Contribute to getting the the destination and you will be happer for it. Then people will also see you for how you want to be seen. Win- Win.

Michael_J_Stone's curator insight, December 15, 2013 12:18 PM

Interesting Article, except many employees don't want to be anything more than an employee. They don't go to work to be engaged. They go to pay the bills so they can go back to the pretend life they live on Facebook. 

 

If you want your employyes to be engaged, then Be Engaging! Get away from typical hiring methods that don't work; Do Great Things!; Serve great people. Work Hard, have fun.

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International Handbook of Organizational Teamwork and Cooperative Working

International Handbook of Organizational Teamwork and Cooperative Working | Harmonious and Balanced Workplace | Scoop.it

 

In today's fast changing, hyper-competitive environment, teamwork and co-operative working enhance the organisation's adaptive capability.

 

The team, rather than the individual, is increasingly seen as the building block of organisations and a key source of competitive advantage.

The International Handbook of Organisational Teamwork and Co-operative Working provides a clear focus on the psychological and social processes that can stimulate successful cooperation and teamwork.

 

Michael West, Dean Tjosvold and Ken Smith have brought together the world's leading authorities from a range of social science disciplines to provide a contemporary review of established and emerging perspectives.

Throughout the book, processes that both facilitate and obstruct successful cooperation and teamwork are detailed, alongside guidance on best practice and methodology.

 

The challenging and alternative perspectives presented will inform future research and practice.

The result is a systematic and comprehensive synthesis of knowledge from a range of disciplines that will prove invaluable to professionals, researchers and students alike.


* A systematic and coherent framework which organizes and structures the knowledge in this field.


* An outstanding collection of authoritative "high profile" authors
* Challenging, alternative perspectives that will stimulate and enlighten future research and practice.


* Selective, updated bibliographies of key literatures support every chapter, a valuable resource for students, trainers and practitioners.

 

 

Post Image:  http://bit.ly/1caMKeM

 


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New Study: 96% Think Culture Change is Needed in Their Organization

New Study: 96% Think Culture Change is Needed in Their Organization | Harmonious and Balanced Workplace | Scoop.it
First of two parts Booz & Company just released a very interesting culture study. Here's the bottom line: Everyone knows culture is important, culture is not being effectively managed, …
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Move over teamwork - what about the other forms of co-operative working?

Move over teamwork - what about the other forms of co-operative working? | Harmonious and Balanced Workplace | Scoop.it
Tom Calvard from Edinburgh University Business School analyses different ways we can work together.

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Conor Kinkead's curator insight, November 23, 2013 4:08 AM

Build the team first

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Top employers encourage collaboration - Waterloo Record

Top employers encourage collaboration - Waterloo Record | Harmonious and Balanced Workplace | Scoop.it
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.
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2013 Culture and Change Management Survey

2013 Culture and Change Management Survey | Harmonious and Balanced Workplace | Scoop.it
The 2013 Culture and Change Management Survey looks at global perceptions of culture, its impact on change, and the barriers to successful transformation.
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Leadership: David Woods and Brent Douglas at TEDxOStateU

In their upcoming book, "The Insignificant CEO: The Art & Science of Transformational Leadership," David Woods and Brent Douglas explain what it takes to bec...

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Camille-Agathe Martini's comment, February 12, 2014 12:03 PM
This video is interesting to point out what leaders have to face in their life and in their work. But I think it focuses only on one thing: stress. The ability to face stress is certainly a part of a leader’s skills, but it’s not the only thing and maybe not the biggest one. But anyway, I liked the way Brent Douglas and David Woods spoke about stress. And I totally agree with them. In fact, we need to distinguish between good and bad stress. The good one will give the possibility to remain focus on the goals and the issues. Like Brent Douglas said, a leader has to face and deal with the issues even if it can hurt someone by taking a decision. If it’s necessary to fix the problem, the leader should take the decision.<br>The leader has to stay in a low stress zone to be efficient. Some stress can be good, but not so much stress! The thing he has to avoid is to transmit his stress to the group; it is not the point and not the right way to react. Last thing I want to talk about is what David Woods explained about the Yes/Maybe/No zones. It is true that being unclear and say “maybe” for a decision is not a good way to make things progress. We can take for example the case of Chinese people who doesn’t say “no” and stay in the “maybe” zone. As a leader, you should have a clear answer to give. If you can’t do it, just say “no” and don’t let the other people thinks it’s possible. Also saying “yes” to everything can be hazardous to the company. A leader should be able to take a real decision and bring clarity. This video is very helpful to understand the dangers of stress in the leadership. But it is too bad to focus only on that.
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Six Good Reasons to Create a Compassionate Workplace

Six Good Reasons to Create a Compassionate Workplace | Harmonious and Balanced Workplace | Scoop.it

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

 

image http://en.wikipedia.org/wiki/Manual_labour


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The Proof Is In The Profits: America's Happiest Companies Make More Money

The Proof Is In The Profits: America's Happiest Companies Make More Money | Harmonious and Balanced Workplace | Scoop.it
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...
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Employee engagement is like rolling a snowball uphill - Interview ...

Employee engagement is like rolling a snowball uphill - Interview ... | Harmonious and Balanced Workplace | Scoop.it
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 ...

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Jack Martin's curator insight, November 15, 2013 2:16 PM

Great article - it's always important to keep your program going and make adjustments as needed versus letting it slide.