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Assessing Company Culture for Successful Social Business Transformation [INFOGRAPHIC] | Social Media Today

Assessing Company Culture for Successful Social Business Transformation [INFOGRAPHIC] | Social Media Today | Organisation Development | Scoop.it
Apply the Principles of the Competing Values Framework for Successful Social Business Transformation (Assessing Company Culture for Successful Social Business Transformation [INFOGRAPHIC] http://t.co/0LLjQf0tMP)...
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Useful culture and impact diagnostic.
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Organisation Development
Developing healthy organisations
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The LGBTQ equality movement has come too far to be beaten now

The LGBTQ equality movement has come too far to be beaten now | Organisation Development | Scoop.it
Over the last year, the lesbian, gay, bisexual, transgender and queer (LGBTQ) community saw both the depths of hatred and discrimination aimed at us and some of the brightest, most historic moments of support we have ever received.
As the leader of the United States’ largest LGBTQ civil rights organization, the Human Rights Campaign (HRC), I have had the somber task of attending vigil after vigil for those killed simply because of who they are — whether they were dancing away a Saturday night in Orlando or advocating for their rights in Bangladesh.
The LGBTQ community is under attack across the globe, and that’s why it’s incumbent upon all of us to keep pushing forward and strengthen our global movement.
David Hain's insight:

LGBTQ people - they're human, too! And they are talented - are you making the most of that?

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Stop confusing employee engagement and culture

Stop confusing employee engagement and culture | Organisation Development | Scoop.it
Employee engagement does not equal organisational culture and here’s why you should care.
Don’t get me wrong, employee engagement is an important thing to monitor, and it is definitely related to the culture of an organisation but there are some key differences between the two:
Employee engagement is the feelings that individuals have towards their work at the company. It reflects how motivated and bought-in an employee is to the organisation and their role there
Organisational culture is the behaviour the organisation displays as a collective. This behaviour is the response to your Organisation Operating System i.e. the unique structures, processes and communication methods every organisation creates that send signals to employees on how they should behave to be accepted in the organisation. Remember this, we’ll come back to it.
This difference is important to understand because whilst having high engagement amongst employees is usually a good thing, it doesn’t necessarily follow that you therefore have the right behaviours for your organisation. Behaviours are tangible actions you can see day-to-day such as decision-making processes or using open communication channels.
David Hain's insight:

Useful contribution too the endless employee engagement debate...

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Ian Berry's curator insight, January 6, 6:41 PM
Love the definitions of employee engagement and culture. Eliminating confusion about them is a key to ensuring 2017 is the best year yet for your business.
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Taking another look at diversity and bias in the workplace

Taking another look at diversity and bias in the workplace | Organisation Development | Scoop.it
Diversity in the workforce matters, there’s a lot of research to prove that diverse workplaces are more successful. We need women and those of various ethnic backgrounds especially when trying to design a product or service to represent the general population; the diverse population out there who are the buyers of your product or service.

We all make instinctive decisions, based on what ‘feels right’. Research shows that unconscious preferences (biases) play a significant part in the way we engage with others and the decisions we make about them. We all have automatic and unconscious biases, over which we have little control, no matter how unbiased we think we may be. We don’t set out to make poor decisions, it’s a question of how our brains operate and what is going on in our environment.
David Hain's insight:

Will 2017 be the year we stop talking about the benefits of diversity and actually make progress on it?

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Custom Strategy Execution Business Simulations

Custom Strategy Execution Business Simulations | Organisation Development | Scoop.it
Research from National Training Laboratories underscores the importance of this learning model. Findings show that lectures drive only five percent retention, while “practice by doing” accounts for 80 to 90 percent retention (See Figure 1).4

The case for experiential learning is compelling and the evidence is not being ignored. Recognizing the value of this teaching technique, even Harvard Business School is introducing its biggest curriculum change in nearly 90 years, shifting from case study analysis to practice-oriented activities.5

However, the value of experiential learning is not limited to academic settings. Today, more and more leading organizations are adopting cutting-edge experiential learning methodologies to effectively implement critical strategic priorities and develop the skills and capabilities needed for strategy execution.
David Hain's insight:

Business simulations bring experiential learning on a wide scale - are you using them?

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Most Disruptive Tech Trends of 2017

Most Disruptive Tech Trends of 2017 | Organisation Development | Scoop.it
As an amateur futurist I'm always watching the trends of innovation, here are some technology trends I'm keeping a close eye on as we approach 2017. Now we are entering a period where the convergence of multiple technologies and integrations results in an exponentially increasing potential for disruption in the future of work, commerce, manufacturing, Bigdata and AI.

David Hain's insight:

Many OD challenges - and opportunities - here!

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Walter Gassenferth's curator insight, December 31, 2016 4:25 AM

Useful post, presenting an innovative concept. For those who speak Portuguese or Spanish and are interested in education in business, please visit http://quanticaconsultoria.com

Ron McIntyre's curator insight, December 31, 2016 6:02 AM

Some interesting insights, what do you think?

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Why Today's HR Is for More Than Just "People People"

Why Today's HR Is for More Than Just "People People" | Organisation Development | Scoop.it
If you have a career in HR, chances are you've heard that a time or two. And if you're not in HR, well, you may be the one who's said it ... or at least thought it.

It's by no means offensive - being a "people person" can be quite the compliment. It's a tag generally used to describe someone with an outgoing personality, above average communication skills, and a knack for getting along (Dictionary.com backs me up on this one).

So why, then, do I chuckle every time someone attributes my outgoing personality with the sole reason I chose a career in HR? (Hint: It may have something to do with reducing what can be - and should be - a very strategic and analytical field into something far less...)

Being a "people person" doesn't mean HR is your destiny, and being a data-head doesn't mean it's not

David Hain's insight:

Belief in people is great, but without analytical, strategic and political skills it may not take HR very far!

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8 Top Companies Using Design Thinking in HR Analytics

8 Top Companies Using Design Thinking in HR Analytics | Organisation Development | Scoop.it
KPMG began a journey to understand what drove its employees and their engagement and retention. Early analysis led them to purpose-driven work as a key area to explore more deeply. This process of refining the goal and being very specific in the outcome needed helped focus all of their analytical endeavors and the metrics and reporting needed to track progress and results.

The resulting Higher Purpose Initiative led to significant improvements in employee engagement and morale and a stronger link between their brand and their employees’ identities.

Their journey has been described in a number of places, including a Harvard Business Review article and Google’s re:Work initiative.
David Hain's insight:

Useful case studies and links!

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Korn Ferry Futurestep Makes 2017 Talent Trend Predictions 

Korn Ferry Futurestep Makes 2017 Talent Trend Predictions  | Organisation Development | Scoop.it
The Futurestep division of Korn Ferry (NYSE:KFY), the preeminent global people and organizational advisory firm, today has shared its 2017 predictions for talent acquisition. Based on insights from recruitment experts from around the world, the list reflects trends that have emerged during the past 12 months as well as those predicted to dominate during the coming year.
According to Futurestep CEO Byrne Mulrooney, there is a common theme that ties together the trends, and that’s the ubiquitous presence of technology in the talent world.
This has forever changed the way talent acquisition experts do their jobs, and what candidates have come to expect.“It doesn’t matter what industry our clients are in – everything from manufacturing to professional services and retail – every company can now be classified as a technology company,” said Mulrooney. “This has forever changed the way talent acquisition experts do their jobs, and what candidates have come to expect.”
David Hain's insight:

This is what HR should be worrying about next year, according to Futurestep!

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Ian Berry's curator insight, December 16, 2016 4:45 PM
Two things stand out for me "every company can now be classified as a technology company." and this from Korn Ferry
s statement about themselves "We help leaders, organizations, and societies succeed by releasing the full power and potential of people." Getting technology and people to operate in harmony with one another is the present and the future.
Walter Gassenferth's curator insight, December 18, 2016 3:45 AM

Very interesting subject to be considered and discussed. I will disclose the post to my contacts and subscribers in http://www.quanticaconsultoria.com

Katherine Prewitt's curator insight, December 25, 2016 4:42 AM
The most interesting part for me: 

73 % of respondents said their No. 1 driver at work was doing a job that had meaning and purpose versus 3% who said pay was the top driver. 

"The pay check is no longer king when it comes to sourcing, retaining and motivating talent. Today’s employees – irrespective of their generation – want to work for companies they believe in, from both a vision and development perspective. Company culture, ability to grow and upskill and location of work are all key motivators above salary for candidates choosing their next employer."
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Design for Trust

Design for Trust | Organisation Development | Scoop.it
Teams to be effective and efficient must be high-trust networks.  The key role of the team leader in this context is to create and maintain psychological safety for all the participants.  How you do this depends on what kind of culture you are operating in—each culture has different norms for what is OK and not OK—but within those norms, you have to be authentic and consistent.  When behavior breaks the norms, the team leader has to come to the defense of the threatened individual and to exert discipline at the source of the threat.  This is what maintains a core culture of trust.

Low-Trust Networks

Low-trust networks are designed to let unaligned parties interoperate under a common set of rules.  They are virtually ubiquitous in public services and government and common to virtually all regulated processes, even those that are pursuing popular social initiatives with highly motivated participants.  Their goals include preventing corruption, securing minority rights, restricting out-of-band investments, and the like.  Within a business context, low-trust networks are most visibly present in inter-company relationships, specifically around contracts, but they also can play a role in intra-company processes where the various participants are not well aligned, perhaps for reasons of geography, culture, competition for scarce resources, compensation incentives, or the like.
David Hain's insight:

Not all teamwork is the same...!

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This is what work-life balance looks like at a company with 100% retention of moms

This is what work-life balance looks like at a company with 100% retention of moms | Organisation Development | Scoop.it
For 33 years Patagonia has had an on-site child care center that bears little resemblance to what anyone might imagine corporate on-site child care looks like. It is run by teachers, some of whom are bilingual and trained in child development. Learning takes place outdoors as much as in. Parents often eat lunch with their kids, take them to the farmer’s market or pick vegetables with them in the “secret” garden. Patagonia buses school-aged kids back to the company’s headquarters, allowing parents to connect with them after school over chocolate milk. Graves stays connected to his kids throughout the day. “It lets you be the kind of parent you want to be,” he said.
David Hain's insight:

One company, at least, is solving the complex equation that is work-life balance! Learn from Patagonia!

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The new musketeers

The new musketeers | Organisation Development | Scoop.it
Strategic thinking in finance is crucial. Modern, forward-thinking finance chiefs use the data they analyse to recommend courses of action for the whole business, providing management advice for their chief executives as well as other departmental heads. The best finance leaders propose strategic courses of action for the business based on hard commercial data and their analysis of the numbers.

Yet there remains some way to go before the profession as a whole transforms itself. Among the five role preferences categorized by The GC Index – play maker, game changer, strategist, polisher and implementer (see graphic) – strategists were the most poorly represented among the finance executives assessed in The CFO Alliance study.
David Hain's insight:

Are your finance people strategic? Chances are they are not, says survey. And they should be, so are you doing something about it?

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Design Your Employee Experience as Thoughtfully as You Design Your Customer Experience

Temkin Group reports a correlation between employee engagement and success in customer experience. In its 2016 Employee Engagement Benchmark Study, the firm showed that companies that excel at customer experience have one-and-a-half times as many engaged employees as customer experience laggards do. Gallup has found that a staggering 87% of employees worldwide are not engaged, but companies with highly engaged workforces outperform their peers by 147% in earnings per share.
David Hain's insight:

Turns out a service mentality for customers makes employees more effective too! Mindset matters!

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Katherine Prewitt's curator insight, December 16, 2016 4:07 AM
Numbers that demonstrate the criticality of employee engagement. And thus the sharp rise of internal communication as a strategic position. 
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Why Behavior Matters More Than Ever

Why Behavior Matters More Than Ever | Organisation Development | Scoop.it
There are a number of trends that have developing for the past few years that has made it self-evident that our post-industrial knowledge work has entered the “Relationship Capital Economy”.

#1 – “Markets are conversations”

#2 – “Ubiquitous broad-band internet connectivity”

#3 – “Growth in on-line social networking”

#4 – “Globalization of Products, Services, and Talent Acquisition”
David Hain's insight:

Relationship Capital so important in todays interconnected and interdependent world. Are you capturing it?

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The Coming Tech Backlash – NewCo Shift

The Coming Tech Backlash – NewCo Shift | Organisation Development | Scoop.it
50% of the jobs will be gone in ~20 years. Not from the great sucking sound of jobs to Mexico that can be stopped with a wall. Not from moving offshore to China. From automation that is moving quickly from blue collar manufacturing to white collar information work. Second only to climate change, this is the greatest disruption of our time, and I don’t mean that word in a good way.
A recent study found 50% of occupations today will be gone by 2020, and a 2013 Oxford study forecasted that 47% of jobs will be automated by 2034. A Ball State study found that only 13% of manufacturing job losses were due to trade, the rest from automation. A McKinsey study suggests 45% of knowledge work activity can be automated.
94% of the new job creation since 2005 is in the gig economy. These aren’t stable jobs with benefits on a career path.
David Hain's insight:

The future of jobs requires radical thinking on the demand and supply side!

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20 Questions for Business Leaders

20 Questions for Business Leaders | Organisation Development | Scoop.it
Whether we’re conscious of it or not, every management decision is motivated by a desire to find universal answers to very specific questions. People who succeed in organizations tend to be pragmatic problem solvers. They have to be, because of the myriad challenges they face. How to grow the enterprise. How to get work done. How to find customers. How to be themselves in the workplace. And so on. Because there are no easy answers to these complex problems, they test the answers by starting a company, launching a project, or making a move. As they succeed and fail, the most attentive of them learn from the results. The history of business is thus the story of entrepreneurs, executives, leaders, and employees, lurching from one experimental answer to another. They gain expertise and acumen, and profits and revenues, and, along the way, add to the theory of management.
David Hain's insight:

Management 101 in 20 pragmatic questions! Which ones are you not asking?

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The Supportive: Customer Support Trends 2017

The Supportive: Customer Support Trends 2017 | Organisation Development | Scoop.it
As an eventful 2016 comes to an end, we explore the top five predictions for customer service in 2017.

David Hain's insight:

Lots of trend spotting links here...!

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The Surprising Influence Of Brain Science On Your Digital Strategy

The Surprising Influence Of Brain Science On Your Digital Strategy | Organisation Development | Scoop.it
Imagine walking into your office, where a hum of brain cells are working together to respond to opportunities, risk, and market demand with flexibility and speed. People in many roles and areas of expertise are not afraid to bring up new ideas for consideration; they collaborate freely and discuss ideas with no threat of conflict. You immediately sense an energy of high engagement and motivation as you walk through the reception door.

Such a workplace culture is a dream that could power newsworthy growth, and it is one of many reasons many executives choose to invest in digital technology. However, according to Dr. Jenny Brockis, an authority in the science of high performance and author of Future Brain: The 12 Keys to Create Your High-Performance Brain, technology adoption is only one piece of a much larger digital transformation puzzle.

During the Americas’ SAP User Group (ASUG) Webcast “Brain Fitness: The 12 Keys to Create Your High-Performance Brain,” Brockis explained, “If we better understand why we think and act the way we do, not only can we help ourselves perform better, but it also allows us to appreciate what might be going on for someone else.”
David Hain's insight:

We are wired for learning. How this DNA can be harnessed is a competitive edge for the future...

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Scaling digital change for better public services — reflections on UK local government digital…

Scaling digital change for better public services — reflections on UK local government digital… | Organisation Development | Scoop.it
On the eve of the Barcelona Smart Cities Expo, where 600+ municipal authorities from across the world will gather to showcase the latest trends in the use of digital technologies and discuss the common challenges facing them in the future , it is timely to consider how UK local government is responding and planning for the digital revolution.
As Cabinet member for Finance, Technology & Growth at the London Borough of Camden and Chair of our new ICT Shared Service Board with Islington and Haringey, over the past few months I’ve been considering how digital transformation can be better progressed across local government — interviewing leaders of councils, cabinet members and councillors; chief information officers; chief executives and senior officers.
This piece, which follows from previous posts here and here, looks at existing digital strategies which have emerged over the last few years and how local government is describing change.
David Hain's insight:

Making a digital difference in local government!

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Millennials Don’t Want Fun; They Want You To Lead Better

Millennials Don’t Want Fun; They Want You To Lead Better | Organisation Development | Scoop.it
After more than a decade of effort, American businesses still have not figured out how to successfully motivate, inspire – and keep – millennial workers.

According to a new and comprehensive Gallup study, employees 20 to 36 years old are the least engaged generation in the workplace by far. On top of that, 21 percent quit their jobs last year, and 60 percent say they’re floating their resumés right now!

For all the companies that tried to win over their “Gen Y” workers by paying down their student loan bills, introducing free energy drinks and making the hoody acceptable office attire, these stats may seem galling. Perhaps we should all just accept that this is simply a group of needy and entitled people who’ll never be truly happy or loyal at work?

Not so fast. Gallup’s research reminds us that millennial workers grew up very differently than previous generations, and have a unique set of values, needs – and worldview – as a result.

What’s evident is that this is no slacker class, nor are they hardwired to be disloyal. What they are is demanding. They know very clearly what they want in exchange for their work, and have proved very willing to keep looking until they find it. Remarkably, this is a generation of workers that rejects traditional ways, and fully expects their bosses and organizations to adapt to them.

It’s a stunning fact that millennials already represent 40 percent of the American workforce – and that number will nearly double in just 10 more years. While some of us may have resisted changing how we lead in response to the demands of millennial workers, the conclusion of the research is that we must act now. Importantly, the most progressive organizations are already on their way.
David Hain's insight:

Purpose, coaching, feedback - more important to younger generations. How are you fulfilling these?

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Traditional Economics Can't Help. We Need to Rethink Growth and Capitalism - Evonomics

Traditional Economics Can't Help. We Need to Rethink Growth and Capitalism - Evonomics | Organisation Development | Scoop.it
In 2008, Queen Elizabeth II went to the London School of Economics to open a new academic building. The British Monarch has made it a life’s work to avoid saying anything contentious in public, but this time she had a question for the economists: Why had they not seen the financial crash coming?

Her question went to the heart of two huge failures of modern economics: the near collapse of some of the world’s major economies; and the faith in an orthodox economic framework that offered no explanation for what was happening. The thesis of my new book Rethinking Capitalism: Economics and Policy for Inclusive and Sustainable Growth, co-edited with Michael Jacobs, is that these two failures are intimately related. The failure by policy-makers to fully understand the dynamics of the capitalist system not only leads to periodic crises; it also leads to the wrong remedies, such as the pro-cyclical austerity that has only deepened and prolonged the crisis in many countries.
David Hain's insight:

Where the system failed us - and how we can make it more sustainable!

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Don’t Replace People. Augment Them. – What’s The Future? 

Don’t Replace People. Augment Them. – What’s The Future?  | Organisation Development | Scoop.it
If we let machines put us out of work, it will be because of a failure of imagination and the will to make a better future!
“Could a machine do your job?” ask Michael Chui, James Manyika, and Mehdi Miremadi in a recent McKinsey Quarterly article, Where Machines Could Replace Humans and Where They Can’t Yet. The authors try to put the current worries about this question in perspective:
“As automation technologies such as machine learning and robotics play an increasingly great role in everyday life, their potential effect on the workplace has, unsurprisingly, become a major focus of research and public concern. The discussion tends toward a Manichean guessing game: which jobs will or won’t be replaced by machines?
In fact, as our research has begun to show, the story is more nuanced. While automation will eliminate very few occupations entirely in the next decade, it will affect portions of almost all jobs to a greater or lesser degree, depending on the type of work they entail.”
Instead of the binary question of which jobs will be eliminated, the authors instead wisely point out that it is tasks that are being automated, and that automation doesn’t simply destroy jobs. It changes them.
But they don’t go far enough in their analysis. They assess the potential for job change in terms of the technical feasibility of automating various activities, the economics of labor supply and demand, and whether the savings from automation will justify the cost. They also note that “A fourth factor to consider is the benefits beyond labor substitution, including higher levels of output, better quality, and fewer errors. These are often larger than those of reducing labor costs.”
But they don’t ask what, in my opinion, is the key question.
What will new technology let us do that was previously impossible?
David Hain's insight:

Reframing robot wars! "What will new technology let us do that was previously impossible?" Great question from Tim O'Reilly!

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The hidden toll of workplace incivility 

The hidden toll of workplace incivility  | Organisation Development | Scoop.it
As the workplace becomes faster-paced, more technologically complex, and culturally diverse, civility matters. Among other things, it helps dampen potential tensions and furthers information sharing and team building.

Yet workplace incivility is rampant and on the rise. The accumulation of thoughtless actions that leave employees feeling disrespected—intentionally ignored, undermined by colleagues, or publicly belittled by an insensitive manager—can create lasting damage that should worry every organization. In research over the past 18 years, I have polled tens of thousands of workers worldwide about how they’re treated at work. Nearly half of those surveyed in 1998 reported they were treated rudely at least once a month, a figure which rose to 55 percent in 2011 and 62 percent in 2016 (exhibit). There’s no single reason for the trend. Workplace relationships may be fraying as fewer employees work in the office and feel more isolated and less respected. Some studies point to growing narcissism among younger workers.1 Globalization may be causing cultural clashes that bubble beneath the surface. And in the digital age, messages are prone to communication gaps and misunderstanding—and unfortunately putdowns are easier when not delivered face to face.

David Hain's insight:

We appear to be getting nastier at work - and there is a financial and human toll! 

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The trust deficit

The trust deficit | Organisation Development | Scoop.it

Middle managers don’t trust their leaders.

Unfortunately, the evidence from a new CMI report suggests this is a problem for many organizations. Just one in three (36%) of the 1,456 middle managers we surveyed say they fully trust their senior leaders. This ‘trust gap’ means only 31% of managers are “very confident” in communicating company strategy to their teams.

Of course, trust is fragile, more easily broken than built. Improving levels can take time and is rarely easy, especially when perpetual change is the norm for most organizations. Succeeding in this environment demands that middle management is more agile, effective and connected than ever before. This could be termed ‘CIVIC’, as in civic engagement, but also meaning Communications, Integrity, Visibility, Interaction and Connections.

David Hain's insight:

Are you developing CIVIC leaders? Maybe you should be, particularly if your organisation is one of the 66% that doesn't;'t fully trust leadership!

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Things Are Seldom What They Seem

Things Are Seldom What They Seem | Organisation Development | Scoop.it
Empathy is an amazing form of bias reduction. The problem is that you can't be a good listener in order to engage in the perspective-taking, which the core of empathy, when you're too busy judging. You see, research has established that people can't effectively engage in two active tasks simultaneously. Listening is an active task, as is judging. Try engaging in a phone conversation while reading email and you will see just how much you don't hear when you're busy judging.

The individuals who left voice mail messages that sent chills running down the recipient's body most likely view themselves as moral people. That being said, is it moral or immoral to send hateful messages to a parent whose child was, in fact, slain in a mass shooting?

This is so incredibly important because, as big a pill as it may be to swallow, the cause of 'moral decay' in our society might actually be those who refuse to question their "sincerely held beliefs" (religious or otherwise) and yet render judgment of others and pronounce sentence thereon.
David Hain's insight:

Some of the many reasons why OD people need to promote and teach empathy!

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Your Leadership Development Program Needs an Overhaul

Most companies make big investments in leadership development, rolling out intensive internal programs for high potentials, sending key leaders off to expensive executive education programs, or hiring personal coaches for those moving into key positions at the top of the company. But in our experience, this traditional approach to leadership development doesn’t serve the needs of companies anymore. Business is moving too fast.

Our experience suggests that an overhaul in leadership development is not only possible, it’s necessary to stay competitive. What works instead? We find that the most forward-thinking companies are identifying and growing leaders in the midst of pursuing critical business objectives, as opposed to sending them off to far-flung educational programs and hoping they return with “big” insights about themselves and the world.

Here’s what we’ve learned from three pioneering companies about how to identify, grow and retain leaders to meet today’s demands:
David Hain's insight:

3 different examples of leadership development difference!

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