Organisation Development
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Organisation Development
Developing healthy organisations
Curated by David Hain
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How to Drive Employee Engagement in a Flat Organization | Making Perfect

How to Drive Employee Engagement in a Flat Organization | Making Perfect | Organisation Development | Scoop.it
David Hain's insight:

Engagement with a different twist.  Nice blog on Teri Lindeberg's (@TeriLindeberg) excellent site.

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John Michel's curator insight, June 24, 2013 9:37 PM

Career opportunities do drive employee engagement, but only because promotions traditionally lead to more Ownership over one’s work and greater input into the company’s Purpose.  As the saying goes, do not miss the forest through the trees.  A company that provides employees with real control over the way they do their work, and a purpose worth working towards, even when it cannot regularly promote its people, will still have an engaged workforce. 


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Flexible working 'cuts cost to employers', say business leaders - Telegraph

Flexible working 'cuts cost to employers', say business leaders - Telegraph | Organisation Development | Scoop.it
A group of 22 of Britain's biggest companies have signed a commitment to flexible working rights after finding that "agility" in staff hours and locations can cut workforce costs by as much as 13pc.

Via Roger Francis
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Zonata's curator insight, June 25, 2013 8:11 AM

Small businesses are better positioned to achieve substantive benefits from flexible working.  We can be more flexible on an individual basis, allowing us to attract exceptional candidates, as well as retain and motivate great people...

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Want More Creative and Productive Employees? Let Them Goof Off

Want More Creative and Productive Employees? Let Them Goof Off | Organisation Development | Scoop.it
Corporate creativity guru Erik Wahl offers three unconventional tactics to boost employee engagement.
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Why Leadership Training Doesn't Work - Forbes

Why Leadership Training Doesn't Work
Forbes
Think about it this way: becoming a better leader (or manager, or pipefitter, or ballet dancer) requires wanting to learn, then acquiring new behaviors and putting them into practice.
David Hain's insight:

Good attention getting headline,and some very fair points in the article.

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Leadership development in the 21st century

Leadership development in the 21st century | Organisation Development | Scoop.it
Therese S Kinal - Unleash This article was written by Therese S. Kinal, CEO and Co-Founder of management education and consulting business Unleash. She blogs online at www.tskinal.com.
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How can HR be the moral conscience of the board?

How can HR be the moral conscience of the board? | Organisation Development | Scoop.it
Here, in this Q&A, Natalie Cooper speaks exclusively to professor Cary Cooper on how HR can change the boardroom agenda to create a thriving, healthy, happy and engaged place of work.
David Hain's insight:

A call to arms from Cary Cooper, well worth reading by HR people and leaders alike. 

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If you don’t create a culture at your company, a culture will create itself. And it won’t be good.

If you don’t create a culture at your company, a culture will create itself. And it won’t be good. | Organisation Development | Scoop.it

All the best companies share the characteristic of deeply transpersonal cultures. We are only made fully human by putting others before ourselves, a deeply affirming moral stance, grounded in social connection.

David Hain's insight:

So true!

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Jenny Ebermann's comment, June 27, 2013 2:03 PM
I could not agree more!
malek's curator insight, June 27, 2013 5:31 PM

Where the rubber hits the road

Mike Milazzo's curator insight, June 28, 2013 6:48 PM

right on

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19 Challenging Thoughts About Leadership

19 challenging thoughts about leadership.


Via Kenneth Mikkelsen, Sascha Reimann
David Hain's insight:

Some excellent challenges in easy to digest format.

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John Michel's curator insight, June 20, 2013 8:05 AM

A quick, insightful read.

AlGonzalezinfo's curator insight, June 21, 2013 6:58 AM

Another great scoop Kenneth!  #2 is my favorite...  :)

Ivon Prefontaine, PhD's curator insight, June 21, 2013 9:08 AM

Start by being authentic with words and actions.

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Five Core Theories – Systems Theory – Organisation Development ...

Five Core Theories – Systems Theory – Organisation Development. There are five core theories that provide a solid foundation for the work that OD practitioners do. Good grounding in theory is essential for every OD ...
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How to ... be transparent - The Guardian

How to ... be transparent - The Guardian | Organisation Development | Scoop.it
The Guardian
How to ... be transparent
The Guardian
This is a now a cliché, but we still face challenges understanding politics, existing capacity and what are appropriate techniques for capacity development.
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Future Forum Cheat Sheet: Leadership Practice In A World Defined By Change

Future Forum Cheat Sheet: Leadership Practice In A World Defined By Change | Organisation Development | Scoop.it
Tragedies like terrorist attacks, school shootings or natural disasters create indelible bonds between the people affected. Lifelong friendships, based on deep empathy and profound trust, can be forged from a catastrophe.
David Hain's insight:

“What we focus on determines the state we are in"

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Emotional Intelligence ~ 20 Years On | The Intentional Workplace

Emotional Intelligence ~ 20 Years On | The Intentional Workplace | Organisation Development | Scoop.it
In 1995, Emotional Intelligence: Why it Can Matter More than IQ by Daniel Goleman was published. The introduction of Emotional Intelligence (EI) generated a great deal of excitement and hope. Nearly twenty years later, ...
David Hain's insight:

Writing about the future of EI, Joshua Freedman writes, “The third decade of emotional intelligence is about application. These are the foundational skills for human interaction, so in this third decade we’ll see emotional intelligence woven more deeply and powerfully into the fabric of our institutions and lives. It’s time not just to know, or to value but to practice.”

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John Michel's curator insight, June 19, 2013 5:17 AM

Daniel Goleman has written that the third decade of EI must be about expanding its application. The goals are noble and worthy. But are organizations and their leaders really ready to accept the implications of a workplace that reflects the values of an EI enlightened workforce?

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Mentoring Remote Workers Is More Workable Than You Think

Mentoring Remote Workers Is More Workable Than You Think | Organisation Development | Scoop.it
It's hard enough to manage people you see every day, but a good strategy allows for effective remote mentoring.
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How the Anxiety Epidemic in the Workplace is Ruining your Health

How the Anxiety Epidemic in the Workplace is Ruining your Health | Organisation Development | Scoop.it

 

While there are a host of factors that attribute to anxiety, our work culture plays a big role. It’s where people spend most of their waking hours; and how we process our work lives has a dramatic affect on our well being.

“Surveys show that stress levels [in the US] have progressively increased over the past four decades,” Paul J. Rosch, MD, Chairman of the Board of The American Institute of Stress, told the Atlantic’s Maura Kelly.

 

Technology is a huge part of this trend, as it’s completely transformed how we live and work. We’re now connected 24/7, and the rapid pace of innovation means that almost any industry is constantly on the verge of being disrupted.

 

In a demanding world that’s increasingly complex, “it’s almost logical that people would respond with anxiety,” Tony Schwartz, founder of the Energy Project, tells Business Insider. “People respond with fear, and fear is anxiety.”


Via The Learning Factor
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Are We Living in a Post-CEO World?

Are We Living in a Post-CEO World? | Organisation Development | Scoop.it

In a complex business environment, innovative companies must move from a guru model to one based on team leadership. 


Via Kenneth Mikkelsen, Roger Francis
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Richard Dillard, PMP, SSBB, ABD 7.1's curator insight, June 22, 2013 1:42 PM

"Never let yourself be pursuaded that any one Great Man, any one leader, is necessary to the salvation of America. When America consists of one leader and 158 million followers, it will no longer be America."  Credited to Dwight D. Eisenhower in a September 3, 1976 edition of the National Courier, we could well adjust the quote to the context of this article thus:

 

Never let yourself be pursuaded that any one Great Man or Woman, any one leader, is necessary to the salvation of business in America. When Corporations consist of one leader and the rest followers, they will no longer be effective.

 

Borrowing from Marshall and Manuel in "The Light and the Glory", it is the most dangerous kind of corporate self-delusion to think that a CEO, regardless of how capable he or she is, can single-handedly reverse the bent of the organization's defensive culture and increase effectiveness. And when it becomes apparent that the CEO cannot, he or she will become the next in a long line of scapegoats. 

 

In stark contrast to this "one great leader" concept stands the Leadership-Culture-Performance connection.  REAL LEADERS understand and exploit this connection through the impact they have on those who choose to follow their lead.  By modeling visionary behaviors that are congruent with visionary messages and employing prescriptive rather than restrictive leadership strategies, their impact is one that produces greatness in, with and through others.  The result is an entire corporation of leaders who, through constructive relationships, exchange information vital to their individual and collective success.  Only then can their approach to one another in the process of working together create the culture whereby their vision can emerge, their effectiveness can increase and their performance improve.  

 

Indeed!  Companies intent on surviving and thriving will need to move into the Post-CEO World.

Carlos Fosca's curator insight, June 22, 2013 8:02 PM

Las opiniones, las ideas ingeniosas, y la experiencia de un simple líder no son suficientes para conducir exitosamente una organización en los tiempos actuales.   Una encuesta realizada por IBM el 2011 a 3,000 CIOs concluyó que tanto CEOs como CIOs están hoy más alineados que nunca a la estrategia de la organización. El paradigma del CEO exitoso, capaz de transformar la organización y cambiar el mundo, al estilo de Steve Jobs, está dejando paso a un paradigma de liderazgo en equipo. 

Tom Hood's curator insight, June 24, 2013 7:25 AM

I think the CEO is moving from Chief Executive Officer to Chief Engagement Officer and will act more like CEOs of non-profits who are leading networks rather than managing organizations. I like the metaphor of "gardeners" and the idea of "network Leadership" which we are bringing to the CPA profession in our learning and development programs. 

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Don't Over-complicate Leadership Development

Don't Over-complicate Leadership Development | Organisation Development | Scoop.it
Tasha Eurich | Chief Learning Officer The world is growing more complicated by the second. As Eric Schmidt, then-CEO of Google, said at a 2011 technology conference, humans create as much information...
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The Most Valuable Business Commodity: Trust

The Most Valuable Business Commodity: Trust | Organisation Development | Scoop.it
?The best way to learn if you can trust somebody is to trust them.? ? Ernest Hemingway

Via The People Development Network
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Ivon Prefontaine, PhD's curator insight, June 21, 2013 9:17 AM

I cannot say it any better.

John Michel's curator insight, June 21, 2013 1:08 PM

To succeed as a business, you must assess the quality of relationships across your organization—from leaders to employees, employees to leaders, employees to employees, and employees to customers. Do the individuals in all of these groups honor and respect one another, or are they neglected and considered unimportant?

Maitenas's curator insight, June 22, 2013 11:38 AM

Es importante recordar que no hablamos de detalles sino de lo que es realmente importante. El propósito final que se persigue y que todo el mundo lo entienda. Con la pérdida de sentido ... Todo pierde sentido.

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Zenger Folkman Reveals the Keys to Developing a 'Leadership Pipeline'

Zenger Folkman Reveals the Keys to Developing a 'Leadership Pipeline' | Organisation Development | Scoop.it
Zenger Folkman Reveals the Keys to Developing a 'Leadership Pipeline' PR Newswire (press release) SALT LAKE CITY, June 20, 2013 /PRNewswire/ -- The need to create a pipeline of future leaders is at an all-time high according to leadership...
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The Value of Vision Series - Shilpa Jain - Jesse Lyn Stoner ~ Seapoint Center

The Value of Vision Series - Shilpa Jain - Jesse Lyn Stoner ~ Seapoint Center | Organisation Development | Scoop.it
YES!, the 23-year-old organization that I direct, has a vision of thriving, just and sustainable ways of life for all. It's a broad, beautiful call that invites young leaders to connect with us.
David Hain's insight:

Fantastic article about practical ways to go about changing the world for the better -  for everyone involved.

 

Highly recommended!

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The Most Common Leadership Model - And Why It's Broken - Forbes

The Most Common Leadership Model - And Why It's Broken - Forbes | Organisation Development | Scoop.it
When organizations’ hire, develop, and promote leaders using a competency-based model, they’re unwittingly incubating failure.

Via JLAndrianarisoa, Jose Luis Yañez
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Five Core Theories – Complexity Theory – Organisation Development

Five Core Theories – Complexity Theory – Organisation Development | Organisation Development | Scoop.it
Five Core Theories – Complexity Theory – Organisation Development. There are five core theories that provide a solid foundation for the work that OD practitioners do. Good grounding in theory is essential for every OD ...
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Sascha Reimann's curator insight, June 20, 2013 5:28 AM

From the text: Complexity theory therefore promotes the idea of organisations aas complex adaptive systems which need to respond to the external and internal environment by remaining on the edge of chaos whilst at the same time self-organising and continuously re-inventing the organisational.

Key Points

Change can’t be managed in a complex system Change must be supported Leaders must encourage people to learn how to adapt and flex Open Connection between the different parts of the organisation is essential for self-organisation and embracing diversity of thinking, ideas and approaches Feedback loops and Information flow is essential to prevent the organisation from falling into chaos.
Ian Biggs, FAIPM, CPPE's curator insight, July 12, 2013 8:41 PM

Stafford Beer's work in the development of the Viable System's Model (VSM) aims to increase the practitioners ability to steer complex adaptive organsations and other social systems. The focus is on ensuring that the parts of the organisation function properly together to serve the needs of the whole. A key ingredient of a VSM is the development of feedback loops. These, used in conjunction with the 5 key points as seen in this article will greatly assist the understanding of how to predict and control emergent phenomena. 

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The value of organisational development | - CFWI Blog

Chief Operating Officer Greg Allen talks about the importance of a good organisational development plan and the benefits this can have on the workforce. The value of an agreed and relevant organisational development (OD) ...
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Employee Engagement--What’s Love Got To Do With It?

Employee Engagement--What’s Love Got To Do With It? | Organisation Development | Scoop.it
In a recent post for the Harvard Business Review blog, editor Gretchen Gavett reported the latest Gallup research on employee engagement.  In the article, Ten Charts That Show We’ve All Got a Case ...
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Cultural Competence Required

Cultural Competence Required | Organisation Development | Scoop.it
By Linda Fisher Thornton

Openness to learning about other cultures has become a necessary component of leadership. One way to help people respect cultural differences is to build what UNESCO ca...
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Machines Can't Flow: The Difference Between Mechanical and Human Productivity - The Atlantic

Machines Can't Flow: The Difference Between Mechanical and Human Productivity - The Atlantic | Organisation Development | Scoop.it
Machines Can't Flow: The Difference Between Mechanical and Human Productivity
The Atlantic
He's in a flow state.
David Hain's insight:

Article quote:

 

"More output, produced faster may be great metrics for machines, but for homo sapiens, the most powerful metric is engagement."

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