Organisation Development
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What is Emotional Intelligence? Case Study on Emotional Intelligence.

What is Emotional Intelligence? Case Study on Emotional Intelligence. | Organisation Development | Scoop.it
Answer to the question: What is Emotional Intelligence? Read these Case Studies on Emotional Intelligence.

Via EQRocks
David Hain's insight:

This EQ stuff really works, and you can find proof here.  Helps to engage the sceptical managers around...

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EQRocks's curator insight, February 28, 2013 10:17 PM

Here is compiled some of the best research I've seen on the (clear) benefits of EQ!  If you want to see very real numbers about what EQ can do, check out this page!

Lewis Lauson's curator insight, January 29, 2014 5:02 PM

Interesting read! 

 

Organisation Development
Developing healthy organisations
Curated by David Hain
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7 Mindset Shifts That Will Challenge HR Leaders

7 Mindset Shifts That Will Challenge HR Leaders | Organisation Development | Scoop.it
Human resource leaders in Asia need to make 7 critical mindset shifts in the coming decade if they are to adapt to a rapidly changing business environment, according to a new report from CCL and the Singapore Human Resources Institute.

Although based on insights from companies in Asia, many conclusions in CHRO 3.0: Preparing to Lead the Future HR Function in Asia will likely apply to HR leaders around the world. Many of the trends that Asian firms face — the rise of new types of enterprises, the growing role of technology, and a fast-changing competitive environment — are like faced by companies all over the world as well.

David Hain's insight:

A prescription for HR health the world over - be a doctor, not a helper! Plus other good advice... 

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Tackling the Gender Gap in Entrepreneurship

Tackling the Gender Gap in Entrepreneurship | Organisation Development | Scoop.it
Our fascination with diversity – numerical representation of women and minorities – may actually be inhibiting progress toward workplace equality. Of course, diversity is a necessary aspect of equality, but the two are not synonymous. After all, the world is already very diverse – women represent roughly half of humanity, yet sexism is still with us. Achieving true equality will require replacing inherently biased policies and practices with more inclusive ones.
David Hain's insight:

The road to diversity is paved with inherent bias!

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Think you know your country? Here’s why you might be wrong

Think you know your country? Here’s why you might be wrong | Organisation Development | Scoop.it
Ipsos MORI says there are various reasons why we get the numbers wrong, from struggling with simple maths and proportions, to the coverage by the media on certain issues. It also includes factors such as social psychology, in other words, our own biases.
“We are often most incorrect on factors that are widely discussed in the media, such as the proportion of our population that are Muslims and wealth inequality,” says IPSOS Mori. “We know from previous studies that this is partly because we overestimate what we worry about.”
The economies that do worst also have a low number of people using the internet. “Given this is an online survey, this will reflect the fact that this more middle-class and connected population think the rest of their countries are more like them than they really are,” says the research firm.
The results were based on quizzing 27,250 people between the ages of 16 and 64. You can take the quiz here http://perils.ipsos.com/quiz/.
David Hain's insight:

How well do you know your country? I had a rude awakening!

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A day without women? This is what it would look like

A day without women? This is what it would look like | Organisation Development | Scoop.it
When you get to the office this Wednesday, look around. Do you spot anything different? Notice anyone missing? There’s a good chance you’ll see far fewer of your female colleagues than usual.

That’s because 8 March is International Women’s Day, a celebration of the many – and all too often overlooked – contributions women make to society. And this year, women in the US are marking the event by going on strike. For one day, women will stop working, leave the chores to someone else and refrain from making any purchases.

“The goal is to highlight the economic power and significance that women have in the US and global economies, while calling attention to the economic injustices women and gender nonconforming people face,” the organizers explain on their website.
David Hain's insight:

Possibly the world's most undervalued resource? Some facts to back up the enduring value of women!

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8 Facts about Gender Equality You Need to Know Now 

8 Facts about Gender Equality You Need to Know Now  | Organisation Development | Scoop.it
Women have made significant progress over the years, but we’re still #NotThere yet on issues of gender equality. Data from No Ceilings: The Full Participation Report (2015) shows that more must be done to achieve the full and equal participation of girls and women worldwide.
This International Women’s Day — know and share the facts about gender equality in the United States and around the globe.
David Hain's insight:

2017 - International Women's Day. The state of the world in 8 facts!

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Diversity Programs Are Not Created Equal – ThinkGrowth.org

Diversity Programs Are Not Created Equal – ThinkGrowth.org | Organisation Development | Scoop.it
Among the nearly 90,000 discrimination complaints made to the Equal Employment Opportunity Commission in 2015, 45% included a charge of retaliation — which suggests that the original report was met with ridicule, demotion, or worse.”
Let’s make this easy to understand — if you report discrimination at work, you are just as likely to experience further harassment as you are to experience justice.
The reason behind this is not brain science. Grievance systems, like most traditional diversity programs, are put in place to prevent legal repercussion, not to create an inclusive work environment. This is an important difference. According Dobbin and Kalev’s research, diversity programs aimed at the former are not only ineffective, they often make things worse.
David Hain's insight:

You wouldn't treat women or minorities like Uber, right? empirical evidence suggests maybe think again...

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How to Resolve Workplace Conflict

How to Resolve Workplace Conflict | Organisation Development | Scoop.it
In a 2012 study conducted by the American Psychological Association, 65 percent of Americans cited work as a top source of stress. The study cites a number stress sources, ranging from excessive workload to lack of social support. Many of the sources are rooted in conflict situations.

Whether at home or at work, conflict can leave us feeling frustrated, unmotivated and unfocused. We bring our work troubles home and our home troubles to work, with little opportunity (or time) to sort out tensions.

Collaborative environments, where individuals feel free to vigorously debate and challenge ideas, rather than “go along to get along,” are within reach. We typically think our ability to work without conflict depends on how others treat us, but Arbinger’s work suggests something different: our ability to cut through conflict depends on how we see others. The structure, the nature of real collaboration, is the same at home, at work, or in our communities. And it all begins with mindset.

David Hain's insight:

The role of an outward mindset in resolving conflict. A key attitude to cultivate in organisations and people today...

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donhornsby's curator insight, March 1, 8:57 AM
Conflict is something that happens to all of us. What can you do when you have a conflict at work or home? Perhaps it's time to take a look at ourselves?
 
 
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The Economics of Empathy

The Economics of Empathy | Organisation Development | Scoop.it
In the world of business, empathy is a hot topic. Articles on empathy have appeared in the Harvard Business Review, The Wall Street Journal, Huffington Post, Time, and many other outlets. Empathy has also proven to be a popular theme of recent commencement addresses—last spring’s graduates of the University of Michigan and Howard University, where President Obama did the honors, heard speeches about the importance of empathy.

Why all the interest? In a word: technology. Every job that can be automated is, or will be in the not-too-distant future. As a result, organizations are shifting focus to the jobs and interpersonal skills that machines and software will never replace. A study published in the August 2015 issue of Harvard Business Review reports that, since the 1980s, occupations enjoying the highest job and wage growth are social skill-intensive. Work is becoming more team-based and requires the flexibility and adaptability that computers cannot deliver. Social or “soft” skills are now critical differentiators that distinguish organizations as both employers and competitors.

Empathy, as this article will show, is the most important of these soft skills for effective leadership. Unfortunately, while there is growing recognition of empathy’s importance, many organizations are unsure how, and if, empathy can be developed.

To bring greater clarity about empathy, we offer new research. Specifically, this research addresses the importance of having empathetic leaders, the developability of empathy, and the impact empathetic leaders can have on organizational performance.

David Hain's insight:

Useful data on why empathy pays out - literally! HT Mark Baer from LinkedIn post!

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Jose Luis Yañez's curator insight, February 23, 2:10 PM
The Economics of Empathy
 
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Biohacking the Organization

Biohacking the Organization | Organisation Development | Scoop.it
We live in the marketing age of all things natural, organic, and sustainable. Some astute observers are turning to the natural world for examples of practices that allow human beings to work together effectively in the age of the self-managed organization.

Ken Thompson’s book Bioteams: High Performance Teams Based on Natures Most Successful Designs describes how to create high performance teams based on examples found in the natural world. As he notes in the first chapter, “after [nature’s] 3.8 billion years of research and development, failures are fossils, and what surrounds us is the secret to survival. Like the viceroy butterfly imitating the monarch, we humans are imitating the best and brightest organisms in our habitat.”
David Hain's insight:

Bioteaming - sounds weird, but makes sense when you read the  article!

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Jose Luis Yañez's curator insight, February 21, 12:39 PM
Biohacking the Organization
 
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Applying lean production to the public sector | McKinsey & Company

Applying lean production to the public sector | McKinsey & Company | Organisation Development | Scoop.it
Governments around the world want to deliver better education, better health care, better pensions, and better transportation services. They know that impatient electorates expect to see change, and fast. But the funds required to meet such expectations are enormous—particularly in the many developed economies where populations are aging and the public sector's productivity hasn't kept pace with that of the private sector. The need to get value for money from governments at all levels is therefore under the spotlight as never before. But cost-cutting programs that seek savings of 1 to 3 percent a year will not be enough and in some cases may even weaken the quality of service.

To address the problem, public-sector leaders are looking with growing interest at "lean" techniques long used in private industry. From the repair of military vehicles to the processing of income tax returns, from surgery to urban planning, lean is showing that it can not only improve public services but also transform them for the better. Crucially for the public sector, a lean approach breaks with the prevailing view that there has to be a trade-off between the quality of public services and the cost of providing them.
David Hain's insight:

Our public services are definitely on a diet, but I think they are still a long way from being lean! This was 2006, and still applies too often.

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A 70:20:10 Strategy that Actually Works: Free White Paper

A 70:20:10 Strategy that Actually Works: Free White Paper | Organisation Development | Scoop.it
When it comes to 70:20:10 strategy, there’s been a lot of academic talk, a lot of over-theorizing, and few actionable ideas to take away from it all. While we know the theory that most of effective learning coming from experiential, on-the-job activities (70), social engagement (20), and traditional, instructor-led, classroom-based training (10) likely has some strong basis in reality, we often read a lot of information on the model without many practical applications to take back to our organizations and develop a clear plan on how to implement it and, more importantly, prove value from it.
Designing a 70:20:10 strategy that works

That is all about to change, thanks to the release of a key white paper we are providing publicly today. It’s called Designing Learning that Works: Using 70:20:10 Effectively, and it is co-authored by two of the foremost experts on the subject: Charles Jennings and Jos Arets, co-founders of the 70:20:10 Institute itself.

In this report, published exclusively by Docebo, as working partner with the Institute, readers are provided with a comprehensive outline on how to implement a 70:20:10 strategy that not only delivers learning value but also business value for organizations that seek to implement this increasingly adopted framework. For example, one role defined in the framework, as laid out in this paper, is the “Performance Detective”, a crucial role to establish early on in the 70:20:10 implementation process and outlined below.
David Hain's insight:

Useful 101 on how to make 70;20;10 thinking work more effectively in your organisation!

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Why you should love statistics

Why you should love statistics | Organisation Development | Scoop.it
Think you're good at guessing stats? Guess again. Whether we consider ourselves math people or not, our ability to understand and work with numbers is terribly limited, says data visualization expert Alan Smith. In this delightful talk, Smith explores the mismatch between what we know and what we think we know.
David Hain's insight:

In the age of plentiful and gigantic data, a cogent warning on not always believing what you are told...!

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Finding hidden leaders | McKinsey & Company

Finding hidden leaders | McKinsey & Company | Organisation Development | Scoop.it
Organizations should learn to hunt, fish, and trawl for the best talent.
David Hain's insight:

Are you turning over the stones throughout your organisation? You may be surprised about the talent you will find...!

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Jose Luis Yañez's curator insight, February 22, 5:39 AM
Finding hidden leaders | McKinsey & Company
 
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“You don’t get it. You aren’t the point.” – Startup Grind – Medium

“You don’t get it. You aren’t the point.” – Startup Grind – Medium | Organisation Development | Scoop.it
A brand is a selfish thing.
It was born as an idea about itself, it raised money talking about itself, it sells product talking about itself.
It rightly and correctly does SEO and programmatic advertising and targeted banner ads and webinars and cold calls and feature releases and press releases about itself.
But this is why brands aren’t good at telling stories beyond themselves.
A brand wants people to aspire to its product. To a brand, their product is the customer’s goal.
But people don’t aspire to products.
People aspire to feelings that products give them. This is true for everything from candy bars to sports cars to cloud-based document storage solutions.
David Hain's insight:

Story telling is a great marketing opportunity - but you need to turn the triangle upside down to make it interesting!

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Engagement, Performance & Anthropology

Engagement, Performance & Anthropology | Organisation Development | Scoop.it
What do you see as the connection between employee engagement and performance management and what can we do to improve both?
Well, I think the obvious connection is that they’re both about people. What’s interesting with business jargon – and both those terms are jargon – is that the people are obscured, even though in both cases, it’s about people.

Both employee engagement and performance management are undermined by unconscious bias. Instead of communicating well, people make assumptions about what other people want. An employee coming back to work after being on parental leave might not get the more challenging projects because managers assume their mind is still focused on the child at home instead of on their work. But it’s an assumption, not a fact. That assumption – especially if it’s wrong! – will have a negative impact on the employee’s performance and their engagement.

To prevent making assumptions about people, remember that all workers are human beings and the basic unit of human interaction is dialogue. If people aren’t good at communicating, get some trainers into your workplace and teach people what to say and how to say it.
David Hain's insight:

Put human beings - and human interaction - up format and engagement will likely follow!

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How To Build Systems To Improve Your Company's Culture

How To Build Systems To Improve Your Company's Culture | Organisation Development | Scoop.it
Culture is a buzzword in the business world, because people are learning that having a great staff culture is extremely valuable and beneficial to the long-term health of the company. But not all of us know how to get there practically. If you lead a company, you’re extremely busy, but putting the time, effort, and budget into building and improving your staff culture will yield great results for your organization. As someone who has seen it firsthand in both my own company and in the hundreds of teams I help with staffing, I guarantee it.
David Hain's insight:

Culture happens, subliminally, like it or not! Are you investing in deliberate culture creation?

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What Google Learned From Its Quest to Build the Perfect Team

What Google Learned From Its Quest to Build the Perfect Team | Organisation Development | Scoop.it
Imagine you have been invited to join one of two groups.

Team A is composed of people who are all exceptionally smart and successful. When you watch a video of this group working, you see professionals who wait until a topic arises in which they are expert, and then they speak at length, explaining what the group ought to do. When someone makes a side comment, the speaker stops, reminds everyone of the agenda and pushes the meeting back on track. This team is efficient. There is no idle chitchat or long debates. The meeting ends as scheduled and disbands so everyone can get back to their desks.

Team B is different. It’s evenly divided between successful executives and middle managers with few professional accomplishments. Teammates jump in and out of discussions. People interject and complete one another’s thoughts. When a team member abruptly changes the topic, the rest of the group follows him off the agenda. At the end of the meeting, the meeting doesn’t actually end: Everyone sits around to gossip and talk about their lives.

Which group would you rather join?
David Hain's insight:

Teamwork, scrutinised as never before, by Google. Unless you never work in a team, worth a read!

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Beyond Budgeting 2017 Conference, London | The Happy Manifesto

Beyond Budgeting 2017 Conference, London | The Happy Manifesto | Organisation Development | Scoop.it
On 6th February, Happy and the Beyond Budgeting Institute co-hosted the 2017 Beyond Budgeting Conference.
Held at Happy’s training centre in Aldgate, the day was filled with lots of discussion around new ideas and new ways of managing organisations. We welcomed guests from across the UK and abroad, including Norway, Germany, Sweden, Portugal, Iceland and New Jersey, USA.
David Hain's insight:

Very useful resources in this conference report from Henry Stewart's Happy organisation!

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Cultural Intelligence Capabilities for Teams & Leaders

Cultural Intelligence Capabilities for Teams & Leaders | Organisation Development | Scoop.it
Diagnosing cultural issues often starts with discovery – understanding more about your company culture, and the geographic culture of the areas you are working in. Once you have understood this macro-view, it is time to dig into the specific ways of working that are either supporting, or at odds with, the prevailing culture. This is a typical sore spot that can be instantly addressed to create buy-in for a wider examination of cultural intelligence across the business.
David Hain's insight:

'It's the culture' - how often have we heard that? So it's worth getting beneath the surface of what that means...

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How Firms Are Creating Employee Experiences to Attract Top Talent

How Firms Are Creating Employee Experiences to Attract Top Talent | Organisation Development | Scoop.it
The big questions in this discussion center less on why leaders need to prioritize employee experiences and grow employer brand equities, and more on how. How do leaders build an employee experience so exciting that people come to work from day one engaged and ready to give their all? How do leaders sustain that experience and help their cultures thrive over time, so their brands, businesses and customers thrive too? How do leaders create a meaningful experience that leaves people feeling happy and positive, especially when it’s time for them to leave?

In the key takeaways and recommendations from its 2016 Global Workforce Study, Willis Towers Watson provided its answer to the how question: Businesses looking to increase engagement should begin offering their workforces more valuable “consumer-like experiences.”
David Hain's insight:

We spend so much time at work. It makes sense to give people experiences that maximise the value of that to them...

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s+b Trend Watch: Female Board Members on the Rise

s+b Trend Watch: Female Board Members on the Rise | Organisation Development | Scoop.it
Women continue to gain ground in the boardroom, which may be good news for diversity. A recent study found that far more female directors place a high value on diversity than do their male colleagues.
David Hain's insight:

Some good news about a meaningful organisational trend!

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Beyond Organisations

Beyond Organisations | Organisation Development | Scoop.it
We could argue that organisations do social good: providing safe spaces for individuals to earn a living, and developmental environments for them to prosper. But how true would that be? How much have organisations ever been for people, as opposed to simply exploiting them in service of the pyramid of wealth.

The mechanisms which served organisations so well may very well be the mechanisms that now work to unseat them, or at least reinvent them in a new form.

Is this just the start? So far we considered how the role of the organisation to own capability may have been eroded. Where does the vision itself reside? Where does the innovation and invention sit? Where does the purpose sit? Especially if we consider purpose beyond that simply of making money. Increasingly we see that vision itself is outsourced into community: communities emerge strongly around shared values and shared purpose, often global communities. We see people coming together to achieve great things outside of any formal organisational structure.
David Hain's insight:

Much change happening, often beneath the surface. But as @JulianSodd speculates, the plates are shifting and the landscape will change. Are you thinking about it?

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Tribal Leadership: The Key To Building Great Teams

Tribal Leadership: The Key To Building Great Teams | Organisation Development | Scoop.it
Have you ever wondered about internal organization dynamics and why some groups of people (who aren't on the same team) are more successful than others? Why different “tribes” inside the organization seem to be at war with one another lowering performance in increasing politics? Why certain groups of people never seem to do anything? Or why its hard to move into the next level? Read on.
David Hain's insight:

How to develop and lever up the tribes in your organisation! A very useful view of org. dynamics.

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Daniel Tremblay's curator insight, February 13, 11:43 AM
Interessante façon de lire notre environnement interne ...
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Time for a new gender-equality playbook | McKinsey & Company

Time for a new gender-equality playbook | McKinsey & Company | Organisation Development | Scoop.it
More than 75 percent of CEOs include gender equality in their top ten business priorities, but gender outcomes across the largest companies are not changing. Our research indicates, for example, that corporate America promotes men at 30 percent higher rates than women during their early career stages and that entry-level women are significantly more likely than men to have spent five or more years in the same role.

Why is gender inequality in the workplace so persistent despite growing attention from business leaders and the media—and what should we all do differently? Our research suggests we fall short in translating top-level commitment into a truly inclusive work environment. We see strong evidence that even when top executives say the right things, employees don’t think they have a plan for making progress toward gender equality, don’t see those words backed up with action, don’t feel confident calling out gender bias when they see it, and don’t think frontline managers have gotten the message.
David Hain's insight:

If diversity is so important, why is it not happening faster? Some analysis here...

 

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Using talent management to create value | McKinsey 

Using talent management to create value | McKinsey  | Organisation Development | Scoop.it
One of the things that I’ve been doing is just looking at the language that HR people use. And even the people that are writing about the latest model of the competencies of the modern, future-proof CHRO—it’s all in the language of the “business partner.”

We need the CHRO to move from being a partner to the business to being a leader of the business. Therefore, we’re going to be using language that is leaders’ language. “We’re going to mobilize change. I’m going to be a mobilizer. I’m going to be a shaper of the organization.” It’s no longer change management and talent management and this kind of stuff.

The work of HR is going to change so it’s much more speed focused. And I think HR can become an operation that actually creates speed relative to competition by being able to reduce drag.

David Hain's insight:

In HR? What language are you using with business execs? Jargon, or business responsive?

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