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How the Best Leaders Build Trust by Stephen M. R. Covey @ LeadershipNow

Barbara Lond's insight:

So, another consequence is we now have a problem with lack of trust (of leaders).  Not surprising really.

 

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Why change management doesn’t work

Change management is fundamentally flawed, according to Diane Dromgold, managing director at project delivery firm, RNC Global.
Barbara Lond's insight:

I wholeheartedly agree with this, could have written it myself.  There are 2 major issues:

1.  Who is doing the work

2.  The purpose of the the work

I'm always surprised that change management is solely an 'IT' function.  In addition, organisations don't know their purpose.  So this raises the issue of knowledge and leadership, and also purpose.  This article says there are thousands that 'don't know their job', and 'They don't know that their purpose is get information to flow through the organisation and out the other end'.

I think what is happening is too many assumptions, for one thing.  Assumptions made about people - 'people don't want to change'.  It's the stock answer that people come up with when talking about 'change'.  It's how the organisation goes about change.  I'm now going to copy and paste and email I have just received, with the following in it (it was offering sales training):

"I was recently completing some sales consulting
work with a financial institution when it suddenly
struck me that most organisations simply do not know
their purpose for doing business!
Now you might think that to be strange, but it
is true!
There were the top directors of the company and
not one of them could tell me what their company
philosophy was.
Sure, things like "Make money", "Sell products"
and "Delight our customers" came out but these
are just generalisations that EVERY company wants."

 

Well, no, it doesn't surprise me in the last.  Not exactly scientific or a good 'sample', but combined with my extensive experience in organisations, as well as general chit-chat, a lot of things just aren't working.  And a lot of the time - well, lots of things.  Not thinking, and people making assumptions, or wrong opinions (from 'authoritarians'), are just some of the issues in organisations which has resulted in people not knowing their purpose for a start, or knowledge about the work.  And in my vast experience, asking questions is a big no-no - you might look a bit stupid.

 

So as I pointed out yesterday, it's not just financial services, it's many organisations.  And as I also pointed out in other posts, and also in my experience, organisations are just or have been too complacent, or even know what to do.  Put into that a culture of not being able to ask questions, then what do you expect.  If they can't get the basics right in terms of purpose, then nothing else from that position works!

 

If every organisation tomorrow developed their 'leaders', or at least dealt with issues instead of saying, 'oh you know, it's just Bob, it's just how he does things', thought about their purpose, actually lived and breathed it (even just a little), it doesn't actually take that much, or cost that much, it would be a big start.  We all rely organisations to know their purpose and do their jobs.  I am certainly finding through being a customer that organisations are just not doing their jobs right.  And it's stressful for me, I have to say.  Private and public organisations.  Goodness knows others get on.

barbara@theblcgroup.co.uk

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LOOK: The Gender Gap We Don't Talk About

LOOK: The Gender Gap We Don't Talk About | People & Organisational Psychology News | Scoop.it
"While much remains to be done to achieve full equality of economic opportunity ... this legislation is a significant step forward," President John F.
Barbara Lond's insight:

Now you don't need a Phd to discover this.  I just googled it.  These are institutional effects which, without looking at the whole picture (the 'big data') just won't/cannot get resolved.

 

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Social Work CPD Training - Online CPD for Social Workers

Social Work CPD Training - Online CPD for Social Workers | People & Organisational Psychology News | Scoop.it
Social Work CPD Training for locum social workers and Independent social workers to help achieve HCPC standards of social work CPD training and portfolio
Barbara Lond's insight:

Oh, the previous articled I 'scooped' relating to 'UK Social Work Processes'.  Now, here's me thinking this was some sort of government website which reviewed recruitment processes (although I do know there were some reviews by various agencies).

 

But worse.  This is a 'training agency' which is advertising their training under the new CPD programme for Approved Social Workers.  So it looks like (although I will investigate more) the poor old social workers, and probably the HR and other powerless departments, have been given the 'blame' for the various issues of recent time involving children (Baby P, etc.).  So it's the old 'let's do some training and it will all be okay' scenario.  It sounds like training=OD (organisational development).  I thought the PS had learnt its lesson on that?  That OD is about understanding what all of the issues are first, then putting in 'training' as part of a package of interventions.

 

 

 

Social Work CPD Training is not easy to access for locum social workers, However if you are looking for an on line training company with many years experience of facilitating the training needs of workers in multi agency, social care and educational settings the

 

 

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What Is Face Validity?

What Is Face Validity? | People & Organisational Psychology News | Scoop.it
Face validity is a very simple type of validity that involves look at the
Barbara Lond's insight:

I was talking to a professor friend/colleague recently, an expert in appraisal.  We were talking about 'executive search' and why it is they don't (and other recruiters) do 'assessment' in any objective way?  My collegue suggested that it was possibly 'face validity' as an explanation, which I thought was an interesting interpretation.  If it 'looks like' it works (guy with nice voice, pin-striped suit, recruiting investment bankers), it probably does.  Organisations believe in the process.  It's been around for years.

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Tree Houses!

Tree Houses! | People & Organisational Psychology News | Scoop.it
Stressed? Spend some time in a tree house.
Barbara Lond's insight:

I believe psychological principles should be included in all aspects of house design.  I think psychologists will in demand in the future.  Currently 'environment' talks mainly of physical aspects.  What about the many aspects of living in various environments (buildings, cities, etc.) that impact on wellbeing?  I believe this is an untapped area for psychologists in the future, and a new career pathway?

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BCL Burton Copeland / London / Solicitors / Business Crime / Regulatory Enforcement

BCL Burton Copeland / London / Solicitors / Business Crime / Regulatory Enforcement | People & Organisational Psychology News | Scoop.it
Less than six months after Cotswold Geotechnical (Holdings) Ltd became the first company to be convicted of corporate manslaughter under the Act, the Corporate Manslaughter and Corporate Homicide Act has produced its second prosecution.
Barbara Lond's insight:

I wonder what is going on in these organisations?  Research on organisational accidents (Reason) point to numerous failings, including at management level.  I will be looking at this case closely to produce a book analysing this and similar cases, and hypothesis what happened, how to avoid in future.

Barbara

riskybusiness.theblcgroup.co.uk

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Company and director sentenced for house collapse failings | HRreview

Company and director sentenced for house collapse failings | HRreview | People & Organisational Psychology News | Scoop.it
A Buckinghamshire construction company and its managing director have been fined for multiple safety failings following the total collapse of two large
Barbara Lond's insight:

I daresay being a smaller company, subjective opinions made about abilities?

blcassessment.theblcgroup.co.uk

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Learned helplessness: 6 keys to breaking free from negativity

Learned helplessness: 6 keys to breaking free from negativity | People & Organisational Psychology News | Scoop.it
We've been told that one of the keys to becoming a successful leader and to creating a successful life is to see things as they are and no worse. But if you've been beaten down and suffered setbacks...
Barbara Lond's insight:

I'm pretty sure Michael Jordn (pictured) does not  not suffer from 'learned helplness' the title of this article.  Sports people practice resilience and 'mental toughness', otherwise they would never reach the top.  But in terms of others, I believe that whole organisations are suffering from 'organisational learned helplessness'.  Imagine you have a problem, you go to your manager, he or she is defensive, had a bad day, whatever, or 'the IT dept never answer the calls', 'HR are useless', so everyone basically gives up.  I think these attitudes are rife.  Where organisations have poor processes, (eg. recruiting based on 'liking', or not doing a proper job analysis to understand the job, cognitive biases ensuring that recruitment becomes a meangingless exercise, so poor performance ensues, because there was no idea of what is 'good performance' was in the first place (rather they 'like you':  defensiveness on the part of many people will ensure that effective, clever people will not be recruited anyway).  And yes, I have seen this happen time and time and time again.  Demotivation is rife, 'coercive management' increases, and so the cycle continues.  These organisations then carry on being 'helpless',

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An Alternative Theory of the Skills Shortage

An Alternative Theory of the Skills Shortage | People & Organisational Psychology News | Scoop.it
English: Empty shelves in Woolworths, Keswick, on the day it closed. (Photo credit: Wikipedia) A common story you hear now is that we are seeing a shortage of skilled workers.
Barbara Lond's insight:

This is an interesting article and particulary this part:  "Shortage is probably not the word you want for a “a large demand for more workers at current market clearing wages but not a penny more” ".   I think there are other issues related to what this article points out as 'rigidiy' (I would say in ideas) and points to research in this area badly needed.  We have the means to do this with a global imperative, a global workforce research programme.  But also to focus on mindsets of organisations.  I think one issue may be we are  in a huge transition.  We need meta-strategies about global workforce development, and quality research, rather than anecdotal 'folk theories' about 'skill shortages'.  We all know there is massive unemployment on the one hand, yet skills shortages on the other.  I think of the issue as 'limiting beliefs of employers' (passed on to some recruiters), with the same folk theories tossed about, without much understanding.  This article provides one insight about one issue.

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How Employee Engagement Turned Around Campbell's

How Employee Engagement Turned Around Campbell's | People & Organisational Psychology News | Scoop.it
An interview with Douglas Conant, CEO of Campbell Soup Co. (RT @DougConant: http://t.co/KbkCkvwmiH A vision is much stronger when it is accepted and shared by those you are leading forward.
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Mobbing in the Workplace: Even the Good Go Bad

Mobbing in the Workplace: Even the Good Go Bad | People & Organisational Psychology News | Scoop.it
Mobbing is widely understood in Europe as a form of collective aggression that profoundly impacts a targeted worker's health and productivity, but less known in the U.S.
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Dysfunctional organisations can turn a good person bad.

Dysfunctional organisations can turn a good person bad. | People & Organisational Psychology News | Scoop.it
You may have heard the proverb "if you sup with the devil you need a (very) long spoon". The idea is that if you mix with bad people you should be careful not to be influenced by them and start beh...
Barbara Lond's insight:

Yes, I think this is true - for some. (that 'Dysfunctional organisations can turn a good person bad').  There are powerful group processes that affect individuals.  I guess 'sociopaths' may fare better, having no 'conscience'.  Maybe that's one reason why there is a prevalence of 'snakes in suits' (Hare, R.) at the top, as they can withstand the 'pressure'.  There are though, many subconscious processes operating within even the 'nicest' or 'soundest' individuals, which is why self-awareness is so important, not just for leaders but for all.  Organisational culture should be monitored at all times.  If leaders and others 'responsible', let's say, for the culture who are not able to manage 'dysfunction', the situation will just get worse.  These are very poor understood and effected issues in organisations.  'Mindfulness' interventions are useful to mitigate getting dragged into the bad cultures, but these are individuals interventions.  Major work is needed at the cultural change level.  Interestingly, much 'change intervention' is carried on by IT people! 

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Bridging the gap between the CIO and the board

The communications gap can be wide between the CIO and the board but the right information will give IT leaders a voice at the executive table, says executive mentor Christina Gillies.
Barbara Lond's insight:

This is interesting and follows on from last 'scoop'.  Now, I've always said that the 'IT dept' is often cut off from the board, and that the board just don't know, or want to look 'stupid' (ask questions?) about 'IT' as they don't understand.  So imagine that culture throughout the whole organisation.  Every organisation!  How have the board got there?  Well, they are mainly men (and no, I'm not against men - honestly - I'm married to one!), they are probably 'aggressive', 'tough', but probably also 'defensive', 'authoritarian', 'arrogant'.  Yes, I'm making assumptions here, but it's backed up by research, and more importantly, the consequences of this.  Poorly performing organisations.  Lack of purpose, lack of knowledge, poor leaders (the 'Snakes in the Grass') with (among other things) poor insight, poor reception to feedback.

 

Here is another part from the article attached:

To understand the board, CIOs should think like the board, Gillies said.

Board directors do not have an IT background and largely base their IT knowledge on the what they read in the media. Also, they hear the most about the IT department when there is an outage, she said.

“How would you behave in the boardroom?” she asked. Often, directors go into “react mode,” demanding papers about what’s being done about the latest outage and seeking detailed tracking of new projects, she said.

 

Well, I think this is good advice.  However, the board needs to change also.  Realise they need to change, want to change.  But do they?

 

barbara@theblcgroup.co.uk

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uSwitch News: Banking reforms to go ahead

uSwitch News: Banking reforms to go ahead | People & Organisational Psychology News | Scoop.it
The government has announced banking reforms including jail sentences for reckless bankers alongside other measures to improve protection for consumers.
Barbara Lond's insight:

This article states:  "Cultural reform in the banking sector marks the next step in the government’s plan to move the whole sector from rescue to recovery and ensure that UK banks demonstrate the highest standards."

 

This will be interesting to watch.  The issue though is, because the banking and monetary system is so complex and interdependencies exist, and (certainly in the UK) the culture of banking is incredibly 'masculine', with 'masculine' values rewarded and elitist [and I mean elitist in terms of 'social class' not excellence, which is another definition of elitism.  UK culture?] (based on my own, and other academic research, for example, some reseach from Leicester states:

 

"... The authors of [their] study use the term ’economic violence‘ to describe a style of leadership based on threatening employees with redundancy and forcing them to meet aggressive sales targets.This led to the destruction of the company as individuals became embroiled in a battle for status against leaders of rival financial institutions that distracted them from severe problems within their own bank, according to the research published in the journal Organization Studies.

 

The ongoing study charting the rise and fall of RBS provides an alternative explanation for the failure of the bank, based on the disciplines of management and social science rather than solely economics. ...

“A management culture of overt economic violence within RBS’ Scottish headquarters translated into the cultural capital that management would use in their battles for power in the City of London”, suggests Sarah Robinson, Senior Lecturer in Management and Organisation Studies ... “Competition among banking leaders for legitimacy within the field triggered irrational behaviour, which contributed to the financial crisis.”

 

and this, from the same Leicester University study:

"Fighting the English elite

The researchers begin by showing how the traditional old guard of Scottish banking, educated at elite public schools and Oxbridge, were supplanted as the top executives by ‘modernisers’ from more humble backgrounds. They go on to say these old school executives at RBS had retained power by relying on ’symbolic violence’. The expression, coined by the French sociologist Pierre Bourdieu, which means the creation by leaders of the belief among those they lead, that the subordinate position is just and natural.

However, within RBS the modernisers instead wielded what the authors call ’economic violence’ to acquire and retain their leading role – a variation on Bourdieu’s 'symbolic violence'. This meant a form of leadership that operated through the threat of destroying people’s economic power by laying them off or forcing them to meet aggressive sales targets. RBS executives’ reputation for economic violence counted as ‘capital’ in the City of London."

 

So in terms of the original article I scooped, it will be interesting to see how performance will be rewarded as well, considering the history of the culture of banking in the UK.  I do however feel that many organsations operate in this way, with aggressive management styles the norm, regardless of context. 

 

This really needs to be a very indepth cultural change effort and very interesting to see how it pans out, bearing in mind the history the culture of management, hierarchy, elitism (as class, not necessarily competence) in the UK which has led to this.

 

I think also, and this is why I mean it may be a culture of 'business' in the UK, this complete focus ONLY on profit is also damaging.  The reputation of 'business' (which we can't do without, can we?) has suffered as a result and I for one am fed up with getting a raw deal with many businesses from small to large, and not just banks.  It's amazing, still, the old-fashioned 'hard sell' approach still prevails, knowing full well I've been conned again!  I could name names.  But I won't.  I've written a tweet direct to the very well-known proprietor with no response.

 

I really do think the UK is way behind/blind/defensive (leadership?) in how they run organisations, maybe being too complacent for the last decades.  Maybe.  I've just seen some data which supports my view, and it's only about one single process (which ALL organisations use), where Indian and Brazil are WAY ahead).  So it's not just a matter of our local natural resources.  I also note that UK businesses may be rubbish at collaborating.  That was at a leading event, where the consequences were very obvious in terms of UK exports.

 

Organisations to build on their strengths for sure.  But also take the blinkers off and see the wood for the trees.

 

Thank you and goodnight!

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Acas - The recruitment process

Acas - The recruitment process | People & Organisational Psychology News | Scoop.it
Barbara Lond's insight:

I thought I would update myself on the very latest ACAS recruitment process and found this:

 

word of mouth - introduction via existing employees or through an employers' network. Whilst this may be economical, it is likely to lead to a much smaller pool of suitable applicants and does not normally satisfy equal opportunities requirements because any imbalance in the workforce may be perpetuated. The Equality and Human Rights Commission warns against such practices where the workforce is predominantly one sex or racial group.

 

I obviously know this, but relates to a scooped article I sent last week about networking to find jobs (which is particularly prevalent in the FS sector, but I'm sure in other sectors).  I'm just thinking also of a comment one of my research participants in which was [recruitment consultants] 'churn out the same old CVs'.  No points for guessing what they look/sound like.

 

The point about all this is firstly many/most organisations have a workforce predominatly of one sex or racial group, and there is extensive research behind this.  It's called 'occupational segregation'.  Unless people make a concerted effort to understand their 'big data' (well, data really, and which I am fairly sure they don't do/know how to do) and understand why one group is predominantly of one sex or racial group (hello, do you read ACAS?  Know your employment law?  Good business sense?  Which is what it is.  Gen Y is coming up behind and they won't/are not standing up for this 'I-like-the-look-of-you' nonsense, according to some 'research' I read about graduates turning down jobs because of the organisation's lack of social responsibility policies/actions. 

 

 

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Recruitment companies & social work standards - UK Social Work Processes

Recruitment companies & social work standards - UK Social Work Processes | People & Organisational Psychology News | Scoop.it
Recruitment companies are now taking on some of the directions outlined by the social work reform board. Some innovative recruitment companies are way ahead
Barbara Lond's insight:

Interesting.  I've never understood why ocupational psychologists are not used more than they are for improving recruitment, selection and assessment, bearing in mind that's a major area of their expertise. 

 

Many organisations get 'sold' people/locums on the basis of the recruitment 'consultant's' opinion'. 

 

It would be interesting to see an evaluation of these new process changes on the effects of the social worker organisations.  It sounds as if the 'assessment' part is being left out still?  In fact, could be worse if the lower priced recruitment organisations do an even poorer job of 'selection' (accepting the CV and sending off to the client).

 

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Filming underway for BPS funded dance project | BPS

Barbara Lond's insight:

Interesting.  It is dated 2013 but only just discovered it.

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Humanitarian work & psychology

Humanitarian work & psychology | People & Organisational Psychology News | Scoop.it
 Find information on combining an interest in psychology, community development, and humanitarian aid. ** People who want to combine their interests in community development and psychology sometime...
Barbara Lond's insight:

Interesting that it seems so few do this yet, yes, there must be a huge need.  I'm doing something about it, although thinking about it for years.

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Working mothers feel discriminated against at work | HRreview

Working mothers feel discriminated against at work | HRreview | People & Organisational Psychology News | Scoop.it
According to new research by law firm Slater & Gordon, more than one in four mothers feel they have been discriminated against at work while pregnant or
Barbara Lond's insight:

Still too much subjectivity not only in recruitment decisions, but across the employee life cycle.  But there is more to it.  Why don't women complain?  My own research with senior women bankers showed that although they clearly described discriminatory behaviour, they didn't want to label it 'discrimination'. So in effect, women are silenced?  Why is this? Because we have mindsets in organisations that can't think or see any other way. 

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age discrimination is rife - Search Results

Barbara Lond's insight:

Linked to the previous article, one of the 'limiting beliefs' of employers, is how negative discrimination works against workers.  So although many countries say that workers need to or will work long after retirement, many people have negative stereotypes towards older people.  Maybe they are just 'different' (for example, even the intelligence of older workers is different - crystalised intelligence).  We need more reflection and thought in many organisations, not always fast, short-term thinking and results.  We need both.  This link shows age discrimination is rife.  The problem is 'negative stereotyping' (or unconscious bias), which cognitive psychology, and neuroscience studies show exist.  But we can overcome limiting beliefs by stopping, thinking, reflecting.  I see so many other poor practices I put a lot of the economic woes down to just poor organisational practices, 'caused' by poor thinking and decision-making, and also poor knowledge ('evidence' about what works and what doesn't).  That is all organistions do, after all - they are full of people making decisions-every day.  I also see a lot of 'defensiveness' in business owners and leaders who don't want to know they are doing a bad job.

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Work life balance | Australia jobs and recruitment | Hays - Recruiting experts worldwide

Employees say a better work-life balance would make them professionally and personally happier.
Barbara Lond's insight:

This include the phrase " 'work-life balance' has been heard in the market since 1986, however it has only been recently that businesses have really begun incorporating it into their day-to-day operations."  I would be keen to hear from organisations in Australia, the UK, and the US ast to what organisations are doing to implement this.  Please contact drbarbaralond@gmail.com (CEO The BLC Group, co-editor WLB Newsletter, BPS).

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Virtual Mediation Lab

Virtual Mediation Lab | People & Organisational Psychology News | Scoop.it
Improve Your Mediation Skills and Learn How to Mediate Online - with Other Mediators Around the World
Barbara Lond's insight:

I have just joined this to further develop my mediation skills.  I'm interested in how it differs from in-person mediation, and also the cross-cultural aspects.  Obviously a research project is about to happen!

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Change Management Specialist Job Description

Change Management Specialist Job Description | People & Organisational Psychology News | Scoop.it
an excellent online reference for change management, managing change books, articles, benchmarking, bpr, training, human resources, project management...
Barbara Lond's insight:

Here is an example of a 'change management specialist 'job description (JD) from the 'Change Management Learning Centre'.  No mention of psychological specialisms, which I believe are needed, and in particular, a wide range (eg. psychodynamic, individual, cognitive-behavioural) to effectively manage change.  I can't say I have ever seen these mentioned in a change management JD yet.  They JDs are often in a 'transactional' manner, so that 'change' becomes coerced, misunderstood, poorly implemented and leads to dysfunctional organisations, of which there are many.

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