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Organisation Development
Developing healthy organisations
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What is Appreciative Inquiry

What is Appreciative Inquiry | Organisation Development | Scoop.it

What is Appreciative Inquiry (waarderend organiseren) by Jackie Kelm. Short and clear introduction in Appreciative Inquiry.  (That's a great summary of the Appreciative Inquiry concept.

David Hain's insight:

A forward looking OD solution for today's difficult times...

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What The Hell is Wrong with… Mission and Vision Statements?

What The Hell is Wrong with… Mission and Vision Statements? | Organisation Development | Scoop.it
Let’s face it; most company mission and vision statements are horrendously bad. They are wordsmithed to the max in long-drawn meetings where in the end everyone is so tired that they sign up to

Via John Thurlbeck, FCMI FRSA, AlGonzalezinfo, Roger Francis
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AlGonzalezinfo's curator insight, July 5, 2013 8:53 AM

Love the image and the article is very good too!  Great scoop John!

 

From the article:

 

Here are some good mission statements that explain in clear and succinct words what the company does. By the way, I prefer to call it 'Purpose' rather than 'Mission':

 

~eBay: ”At eBay, our mission is to provide a global online marketplace where practically anyone can trade practically anything, enabling economic opportunity around the world.

 

~”Google: "Organize the world's information and make it universally accessible and useful.

 

~"Walt Disney: "We create happiness by providing the finest in entertainment for people of all ages, everywhere."Amazon: "To build a place where people can come to find and discover anything they might want to buy online"

John Michel's curator insight, July 5, 2013 10:12 PM

Let’s face it; most company mission and vision statements are horrendously bad. They are wordsmithed to the max in long-drawn meetings where in the end everyone is so tired that they sign up to any old rubbish.

Ivon Prefontaine's curator insight, July 6, 2013 12:34 PM

They are usually written by a small group of handpicked people and then forced on the workers.

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How the Millennial Generation is transforming the workplace for the better - HRZone.co.uk

How the Millennial Generation is transforming the workplace for the better - HRZone.co.uk | Organisation Development | Scoop.it
How the Millennial Generation is transforming the workplace for the better HRZone.co.uk Post, Pin, Tweet, Webinar, Video Conference, Tele-presence, Social – these are some of the new business terms that we are increasingly seeing heard in our...

Via ValerieMalaval, Jose Luis Anzizar
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The military needs to reach out to civilians

The military needs to reach out to civilians | Organisation Development | Scoop.it
Soldiers need to engage with their fellow citizens.

Via John Michel
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John Michel's curator insight, July 4, 2013 7:49 PM

A great read...and exactly why we started www.GeneralLeadership.com 

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The Resilience Code » What is Resilience?

The Resilience Code » What is Resilience? | Organisation Development | Scoop.it
"You keep using that word. I do not think it means what you think it means." Inigo Montoya. What is #resilience? http://t.co/Y07pnVXhPw
David Hain's insight:

Sample content:

 

"In his book ‘The Living Company’ Arie De Geus describes an internal study conducted by Royal Dutch Shell of 27 large companies that were over 100 years old. The researchers found four common features of organisations that outlived the competition:

1. Sensitivity – to the environment and keeping their feelers out to attune to the world around them -including the wars, economic trends, social and political trends and technological developments. These organisations valued learning and adaptation.

2. Community – a strong sense of internal identity and cohesion. The case histories showed that the sense-of-community was essential for the survival of the organisation through turbulent change. In organisations with a strong sense-of-community, people care about the welfare of the system as a whole, rather than just their corner, department or silo.

3. Tolerance – the acceptance of experimentation, especially on the margins and fringes of the organisation, that expanded its horizons of possibility.

4. Conservation – in terms of capital: not risking assets gratuitously, but more importantly – preserving their flexibility and independence to choose their own course of action, without having to secure permission from third-party financiers.

These four factors drive the ecology of the organisation – the way it relates to its environment and determines its own pathway of development."

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Helping Values To Grow

Helping Values To Grow | Organisation Development | Scoop.it

Values and ethics have become an important part of company culture, but how effective they are depends on a variety of factors. Sue Weekes asks how you can get your values embedded into an organisation


Via Roger Francis
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John Michel's curator insight, July 4, 2013 1:54 PM

A raft of high-profile scandals has led to a growing culture of accountability. Consumers who feel let down by major brands, or indeed public sector organisations, because of their behaviour are far more likely to take a negative view towards them today and in the future. For instance, when coffee chain Starbucks was accused of tax avoidance last year, it saw a significant drop in its YouGov BrandIndex rating, a daily measure of brand perception among the public.

Kenneth Mikkelsen's comment, July 4, 2013 2:17 PM
Thank you for sharing, Roger.
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Using MOOCs For Employee Development and Organizational Learning - moocnewsandreviews.com

Using MOOCs For Employee Development and Organizational Learning - moocnewsandreviews.com | Organisation Development | Scoop.it
JLT Group explains how they use MOOCs as part of their employee development and organizational learning, including a Public Speaking MOOC.
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BUILDING THE EMOTIONALLY INTELLIGENT ORGANIZATION - Ivey Business Journal

BUILDING THE EMOTIONALLY INTELLIGENT ORGANIZATION - Ivey Business Journal | Organisation Development | Scoop.it
Emotional intelligence is a valuable resource that can renew and re-ignite organizational purpose and inspire people to perform better. As clients will attest,

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Ken Donaldson's curator insight, July 3, 2013 7:21 PM

“We’re convinced we’re developing leaders at every level of the organization. That’s what we’re doing with EI. We want to not just develop leaders in the senior management team, but at every level. …The resonance anybody can create as a leader can improve performance for the individual and the organization.”

Harry Cannon's curator insight, July 4, 2013 5:40 AM

Leaders at all levels - an approach I like. An interesting read plus a useful table on EI competencies for Leaders.

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Modernising the L&D function: From learning gatekeeper to learning concierge

Modernising the L&D function: From learning gatekeeper to learning concierge | Organisation Development | Scoop.it

It is clearly difficult for some, who see themselves as “gatekeepers” to learning, to understand that they can no longer control everything that people learn in their organisation, and that it is not a matter of “letting” people learn things on their own, but recognising they are already doing so. The door to a new world of knowledge is now well and truly open for anyone to pass through, so it’s now more a question of how we can help people in this big World Wide Web of Learning, rather than shutting down access to it.

David Hain's insight:

Spot on!

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Ending the Tyranny of the Open-Plan Office

Ending the Tyranny of the Open-Plan Office | Organisation Development | Scoop.it

It’s official: Open-plan offices are wildly distracting places to work. About 70 percent of U.S. employees now work in open offices, according to the International Management Facility Association. But the collaboration-friendly environment with minimal cubicle separations “proved ineffective if the ability to focus was not also considered,” according to a new study by the design firm Gensler. “When focus is compromised in pursuit of collaboration, neither works well.”

 

The key to making workers happy and productive is having a mix of spaces for different activities. Gensler found that workers spend more than half their time at work in deep focus and about one-fourth in collaboration, with the rest split between learning, socializing, and other tasks. Of course, office workers still spend most of the day at their desks, but when it’s time to do some hard-core collaborating or learning, moving to a different environment can help them shift gears.


Via Color-Art, Denis Pennel
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Nicolas Peltier's curator insight, July 12, 2013 6:00 AM

Interesting thoughts on worspaces organizations

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Change, Neuroscience, Learning, Emotional Intelligence: NexusEQ Sparks

Change, Neuroscience, Learning, Emotional Intelligence: NexusEQ Sparks | Organisation Development | Scoop.it
A few highlights from NexusEQ: 260 change makers. 80 presenters. 50 cases. 32 countries. 3 days overflowing with sparks for positive change. What did we learn about neuroscience, learning, change, and harnessing the power of emotions?
David Hain's insight:

A mine full of gold nuggets in this one article, abridged from a recent and ground breaking EQ conference.

 

Must read - thanks @eqjosh!!

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John Michel's curator insight, July 2, 2013 10:42 PM

One key change that’s needed:  Focus on passion, purpose, and play.  Put less attention on “achieving” and more on fun.  Give kids, and adults, the opportunity to deeply engage in what matters to them – not because “it’s on the test” (which has 0 correlation with real-world performance), but because it’s meaningful and exciting.

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Social learning driving business competitiveness

Social learning driving business competitiveness | Organisation Development | Scoop.it
learning of the future will be different to what we know at the moment, it will be social learning. New social technologies, enterprise social networks, will build this new environment.

Via ValerieMalaval, HR Trend Institute
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Fighting Corporate Hubris

Fighting Corporate Hubris | Organisation Development | Scoop.it

 

Massive corporate fraud, the dot-com bubble, the worst economic crisis since the 1930s—these events have undermined many companies and leaders over the past 15 years. As CEOs begin to absorb the lessons of this turbulent period, they should be careful not to overlook one significant contributory factor: hubris, the pride that comes before a fall.

 

In a corporate setting, hubris can take many forms, such as:

 

Creating grandiose strategies that find their way into glossy brochures, new advertising campaigns, and rhetorical conference speeches—but never get implemented

Launching high-profile moves into new, exciting, international markets in a costly and flamboyant way—but failing to create competitive advantage

Pursuing big mergers and acquisitions that deliver scale, bold headlines, and large bonuses for the management team—but no long-term value

Completing dubious financial transactions that undermine transparency—and serve only to show that the company isn’t addressing the fundamentals of business

Time and again, these activities have led companies to overextend themselves, to falter, and—all too often—to fail. CEOs should guard against them at all costs.


Via Vicki Kossoff @ The Learning Factor
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Vicki Kossoff @ The Learning Factor's curator insight, June 30, 2013 6:32 PM

Top executives play a critical role in the fight against corporate hubris. Leaders who follow the perpetuity principle can develop profitable, sustainable, and trusted businesses.

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Five Ways Leaders Help Others Belong, Not Just Fit In

Five Ways Leaders Help Others Belong, Not Just Fit In | Organisation Development | Scoop.it
There's a big difference between fitting in and belonging. In fact, fitting in can be one of the biggest barriers to belonging, says researcher and author Brené Brown. Fitting in is about assessing...

Via The e.MILE Community, John Michel, Bobby Dillard
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John Michel's curator insight, July 9, 2013 6:08 AM

Creating a sense of belonging for people requires that leaders be engaged. It means investing time and energy to understand what’s going on with their people, their hopes and dreams, their fears and insecurities. Fostering belonging is about humanizing the workplace and creating a safe space where people can be vulnerable, real and authentic.

Russ Bergeman's curator insight, July 9, 2013 11:07 AM

This is a great piece that describes the challenge that many organizations deal with on a daily basis – the difference between employees fitting in and truly belonging. The most productive employees, those who are engaged, feel a sense of belonging, not just fitting in.

 

Although leaders can play a role in developing a culture of engagement, it really starts with the hiring process. I am a major proponent of implementing a scientifically and validated assessment tool (e.g., ProfileXT) to help on-board the “right” people who will have a more natural fit within the organization.

 

It may seem relatively easy for people to “adapt” in order to execute in a job or career. But, eventually, this will catch up with employees and show up in their overall work performance. When an organization hires people who will culturally belong leaders have more time to concentrate on other high payoff activities.

 

To learn more about the ProfileXT and it use for on-boarding, promoting, team-building, etc., visit - http://theemployersedge.com/assessment or contact me – russ@theemployersedge.com.

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Why don't efforts at employee engagement work? - | Elements of Leadership Blog

Why don't efforts at employee engagement work? - | Elements of Leadership Blog | Organisation Development | Scoop.it
Employee Engagement is a challenge for most organizations. Learn how best selling author Kevin Kruse suggests tackling the employee engagement issue. (Why don’t efforts at employee engagement work?

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Michael_J_Stone's curator insight, July 15, 2013 9:57 AM

Why don't efforts at employye engagement work? Because, like this artcle demonstrates, we over complicate things. "Teaching" your employees how to be engaged is not the answer. Don't believe me? Ask your kids, (it doesn't matter how old they are) to write down all the things you do that make you a great parent.  Then say, "See, I told you I was a great parent." 

 

Engagement is not about teaching people to appreciate you and reminding them it is their "obligation" to tell you if they are not satisfied. 

 

It's about doing meaningful work and ony recruitung people that belive in your cause. It's focusing on desired outcomes, not skills, prior work experience or degrees.

 

Do you want your employees to be engaging? Really?

Then Be Engaging!

Businessopportunites's comment, October 5, 2013 7:05 AM
Nice post! http://www.youtube.com/watch?v=m0G4mZURsCA
Businessopportunites's comment, October 5, 2013 7:06 AM
Nice Post! http://www.scoop.it/u/businessopportunites
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9 Ways to Motivate Employees When You Don't Set the Goals - Trailblaze

9 Ways to Motivate Employees When You Don't Set the Goals - Trailblaze | Organisation Development | Scoop.it
One of the most challenging leadership situations is finding ways to motivate employees when you don't set the goals. You can motivate your employees..

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John Michel's curator insight, July 5, 2013 10:08 PM

When you have goals thrust upon you, it may not feel good initially, but it is also one of the greatest opportunities you have to increase your influence and grow in your leadership.

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Resilience: The Other 21st Century Skills

Resilience:  The Other 21st Century Skills | Organisation Development | Scoop.it
Due to the interest of my post The Other 21st Skills, I decided to individually discuss each of the skills or dispositions I proposed that are in addition to the seven survival skills as identified...

Via juandoming, Elisa Hergueta, ThePinkSalmon, Virginia Pavlovich, Jose Luis Anzizar, HR Trend Institute
David Hain's insight:

It's resilience day!

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Benefits of Online, Face-to-Face Professional Development Similar, Study Finds

Benefits of Online, Face-to-Face Professional Development Similar, Study Finds | Organisation Development | Scoop.it
These are really exciting results.  Done well, on-line professional development is as effective as face-to-face professional development.  These results are promising for our CSLearning4U project. ...
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Have You Audited Your Organization’s Employee Engagement Communication?

Have You Audited Your Organization’s Employee Engagement Communication? | Organisation Development | Scoop.it
Keen to take stock on your organization’s employee engagement communication? Here are some pointers to get you started in the right direction. Understand your organization’s current state: Accordin...
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6 Must-Have Skills for Leading from the Middle | Leading Effectively: Official Blog of the Center for Creative Leadership

6 Must-Have Skills for Leading from the Middle | Leading Effectively: Official Blog of the Center for Creative Leadership | Organisation Development | Scoop.it

If you are a mid-to-senior level manager – a leader of managers - you lead in what CCL calls “the middle zone.” You operate up and down the organizational hierarchy, as well as across functions and silos. To achieve results, you must effectively manage people and processes.

Middle-zone roles can also be some of the most difficult. Leaders who live and work in the middle often grapple with competing business priorities, competing vested interests and competing centers of influence and power. They feel pressure from above and blame from below. Influencing peers, navigating partnerships and finessing politics are also on the daily agenda.

So, how can you adjust and thrive in the middle zone?  Here are six crucial skills to master.


Via Ron McIntyre, Wise Leader™
David Hain's insight:

Excellent stuff for the many people stuck in the middle of a matrix!

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donhornsby's curator insight, July 3, 2013 8:03 AM

Together, these six leadership competencies give leaders a roadmap for navigating the twists, turns and complexities of life in the middle zone.

John Michel's curator insight, July 3, 2013 8:26 AM

Middle-zone roles can also be some of the most difficult. Leaders who live and work in the middle often grapple with competing business priorities, competing vested interests and competing centers of influence and power. They feel pressure from above and blame from below. Influencing peers, navigating partnerships and finessing politics are also on the daily agenda.

Ivon Prefontaine's curator insight, July 3, 2013 11:06 AM

The communication point is critical. It involves deep listening and being fully present.

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Insights into Appreciative Inquiry in the UK

Insights into Appreciative Inquiry in the UK | Organisation Development | Scoop.it
Recently I had the pleasure of carrying out a series of interviews with leaders in their respective fields. With their agreement, I’m going to blog about the talks and share the audio and video con...

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Some Best Buy Customer Service Reps Not Thrilled With Having To Stick To Script

Some Best Buy Customer Service Reps Not Thrilled With Having To Stick To Script | Organisation Development | Scoop.it

Anyone who has called up customer service knows how frustrating it can be when you reach a rep who insists on sticking to a script rather than having a genuine conversation about your issue. 

David Hain's insight:

Excellent and well targeted complaint!

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Why Managers are Catalysts in Managing and Developing Talent?

Why Managers are Catalysts in Managing and Developing Talent? | Organisation Development | Scoop.it
  Most businesses today are talent driven businesses – skills and competence of people developing products and providing services is at the core of an organization’s differentiation strategy.

Via Fred Zimny
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4 Culture Elements to Increase the Number of Women Executives

4 Culture Elements to Increase the Number of Women Executives | Organisation Development | Scoop.it

Maybe what the women’s movement really brought us is simply the opportunity to choose our own definition of success? What can business learn from the fact that so many women are choosing differently?

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David Hain's curator insight, July 2, 2013 9:18 AM

Part two.

John Michel's curator insight, July 2, 2013 1:36 PM

If we truly desire a more diverse representation of leaders in the C-Suite, maybe we should re-examine the business culture, rather than expecting women and others to re-define how they view success. What is lacking in the environment that if present might allow more women to find their version of success in the C-suite

Jana Axline's curator insight, July 2, 2013 10:36 PM

I'm sure this would attract more women, but I think men are interested in these perks as well.

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Return on Morale

Return on Morale | Organisation Development | Scoop.it

It’s no secret that today’s workplace is not one that inspires or provokes enthusiasm in the majority of employees across majority of organizations.

Gallup’s newest report State of the Workplace shows that 70% of Americans are unhappy and uninspired at work. The economic impact is in the billions of dollars. And yet too many senior decision makers are willingly looking the other way when it comes to addressing morale issues.

We at Switch and Shift don’t write for the leader or manager unwilling to take a hard look at matters related to their workforce.  We write for the Rebel Heretic in business who doesn’t go where the sheep head. We write for you. The person unwilling to let crappy workplaces dominate and discolor a major aspect of our life – our professional careers or our work.

So, for the Rebel Heretic in you, I invite you to check out Ted’s latest book,Return on Morale. Here’s a brief summary of Ted’s latest wisdom in a new publishing platform that excites us both!

David Hain's insight:

Check out a new short form e-publishing format with a great read!

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Johann Gauthier's curator insight, July 1, 2013 9:56 PM

Now I don't typically market others like this but I am doing so with Ted Coiné.  Why?  Well Ted does it as a business heretic.  He got me fired up by following him on a regular basis.  He truly engages others and gets you fired up.  Read for yourself, simply follow him on Twitter or on Switch and Shift...

John Michel's curator insight, July 1, 2013 10:35 PM

Gallup’s newest report State of the Workplace shows that 70% of Americans are unhappy and uninspired at work. The economic impact is in the billions of dollars. And yet too many senior decision makers are willingly looking the other way when it comes to addressing morale issues.