Organisation Development
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Vision to Business Model to Brand

Whether you have a new business idea to launch, or an existing business that needs to redefine its vision and brand for future growth, at this presentation at SXSW V2V Las Vegas, Patrick and Justine gave hands-on tools to map your vision into your business model and in turn, using this to define your brand strategy to engage customers.


Via Stefano Principato
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Good overview of brand building for 21C.

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Organisation Development
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HubSpot’s 2016 Diversity Data

One of our core tenets at HubSpot is transparency. We believe, as Louis Brandeis once wrote, that “sunlight is the best disinfectant,” and that people, teams, and companies operate better when the de facto setting is to share instead of keeping information secret.
That’s great in theory, particularly when sharing things you’re excelling at as an organization. But practicing transparency is most important when it’s hard. Like many tech companies, we have made a public commitment to diversity. Like many tech companies, our numbers are less than pride-inducing.
But one of our goals as an organization is to attract, retain, and grow remarkable talent, and both candidates and employees shared a resounding ask from HubSpot that we share this data publicly. This reflects what we’re seeing in the broader tech culture. Diversity is an important topic that people care about, and we want to be a positive force in moving this conversation forward.
And so, here it is.
David Hain's insight:

One organisation trying to practice what it preaches!

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How Action on Health and Wellbeing can Fill the UK's Productivity Gap

UK employees work some of the longest hours in Europe but produce 30% less per hour than workers in France, Germany and the US (according to the London School of Economics). Low productivity has been a thorn in the side of successive Governments and predictions for any future change aren’t optimistic. Whatever form Brexit takes, it will further expose the UK to global competition and even more stark comparisons in areas like productivity.

Looking from a health and wellbeing perspective, the productivity conundrum doesn’t look so complicated. The harder employers push their staff to be productive – focusing on new efficiencies in practices, cost-savings from digital working, ‘always on’ availability – the less they get from people over time. On a rational level, all the changes are sensible, but they are also mechanical. People wither under the combination of pressures and productivity suffers.

As the Willis Health & Productivity Survey Report 2015 argued, employers need to think more holistically when it comes to what impacts on productivity, not just try to pull levers that ratchet up what employees do in the time available.
David Hain's insight:

Doing more, faster, is not a sustainable recipe for productivity increases and often has several nasty consequences.

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How to accelerate gender diversity on boards | McKinsey 

How to accelerate gender diversity on boards | McKinsey  | Organisation Development | Scoop.it
The tone of much public discourse on the issue of women’s representation on boards has been pessimistic of late, and understandably so, given the crawl toward gender parity in the United States. Women currently hold 19 percent of board positions there, while in European countries such as France, Norway, and Sweden, where legislative or voluntary targets are in place, they hold more than 30 percent.

That said, some progressive companies are taking the lead, looking for female board members in new places and bringing them on board in new ways. Many feel they still have a long way to go, but their experiences are salutary for those that are lagging behind and want to better understand how to make change happen.

We recently conducted an analysis of companies in the S&P 500 to identify top performers in board diversity, defined as those with the highest percentage of women on their boards as of August 2016 (see Exhibit 1 for the top 25 and footnote 1 for the full top 60).1 It showed that women occupied at least 33 percent of board seats among the top 50 companies (up to nearly 60 percent for the highest percentage). In all, female representation on those boards has increased on average by 24 percentage points since 2005.
David Hain's insight:

The sooner gender diversity becomes the norm, the better our business and our world!

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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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4 Top Leadership Trends for HR Managers in 2017

4 Top Leadership Trends for HR Managers in 2017 | Organisation Development | Scoop.it
What’s the biggest threat to building an engaged workforce in 2017? A recent study concludes: employee burnout.

The study, by Kronos Incorporated and Future Workplace, found that 95 percent of human resource executives think that burnout is what stands in the way of employee retention. What’s worse, they don’t think that a solution will be found in the near future.

HR managers point to plenty of reasons for employee burnout. Unfair compensation, unreasonable workloads and too much overtime or after-hours work are the three biggest causes. But they agree that a negative workplace culture is another big factor in burnout.

I would argue that culture is at the root of all other challenges in the workplace. It’s the foundation of policies, practices and perspectives that spell the difference between employee engagement and employees who are job hunting. And one of the most effective steps that leaders can take to build stronger work cultures is to put social impact squarely at the center of your corporate values.

David Hain's insight:

More on employee burnout - apparently it's screwing your engagement figures!

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OD Is Not A Recipe!

OD Is Not A Recipe! | Organisation Development | Scoop.it
Lean, Six Sigma, Prosci, and other formulized change management methodologies all offer an orderly set steps to take—a recipe for ending waste, improving productivity, and otherwise accomplishing desired changes. There are, of course, several recipes from organization development practitioners that offer recipes. John Kotter’s eight steps are very popular. There are several versions of the stages of planned change that that typically include entry, contracting, data-gathering, intervention, and evaluation in one set of words or another. So what’s the problem?

The problem is that practical work of creating change where people are involved requires dealing with the anxiety, uncertainty, volatility, and emotionality that invariably show up when people are trying to get something done together. At those points in time, the rationality of structured formulations are not very useful. Creating change in human systems is as often as not a stressful process at any point in time. Under stress human beings tend to automatically operate in patterns that were set in during growing-up years. Some of those automatic reactions may be useful in the current situation and many will not be. In addition, the automatic patterns of some are likely to be in conflict with the patterns of others. These are situations were rationality is limited. Limited, particularly, because everyone believes that he or she is the only one being fully rational. Of course, I am over-simplifying.
David Hain's insight:

Heuristics are valuable because they show a picture - but the picture is never full-on, emotions'n'll reality. Human understanding needed!

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It’s 2017. Why are we still telling women to act like men at work?

It’s 2017. Why are we still telling women to act like men at work? | Organisation Development | Scoop.it

Why is so much of the business advice for women out there to…..well…..act like a man? Why have so many performance reviews that I have received over the course of my career pushed me in that direction?

Take a seat at the table. Project confidence. Get rid of the up-speak. Take on p&l roles instead of support functions. Raise your hand for jobs you don’t think you’re fully prepared for, because you know the guys are. Be more forceful.

In other words, conform to how the guys are acting.

This is despite the fact that the power of diversity in driving business results is……wait for it……diversity. It’s not bringing together a bunch of people of difference and training them to behave the same way.

David Hain's insight:

What does the leadership construct look like in your organisation? Very important question...

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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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