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Some of what is going on in the macro environment is do to what Alvin Toffler coined #FutureShock "too much change in too short a time." I could go into more about what that is and all that jazz but that wouldn't get to the of heart the matter. What we need is more heart, more compassion, and more empathy.
Talented people flock to institutions that make it, regarding costs such as tuition fees, long hours, or foregone earnings as investments in their future. But “transformation” remains a nebulous promise at best, and corporate drivel at worst. Who gets transformed, into what, and how? What good is it for people and their organizations?
Johan was an ex-submarine commander working in Human Resources for IBM Copenhagen. Well, I say he worked in HR. I wasn’t exactly sure what he did. To
Is the Agile movement becoming a Tower of Babel, an edifice where the language is confounded and the structure is weakening?
While some PhD transferable skills give you an edge, others harm your employability. Avoid these career-limiting habits and get a job in industry as a PhD.
Empaths are highly sensitive, finely tuned instruments when it comes to emotions. They feel everything, sometimes to an extreme, and are less apt to intellectualize feelings. Intuition is the filter through which they experience the world.
“…tomorrow and plans for tomorrow can have no significance at all unless you are in full contact with the reality of the present since it is in the present and only in the present that you live.” The…
How about we take a short break from worrying about the new job Donald Trump has lined up for himself and think about our own jobs.
Tanya Menon, associate professor at Fisher College of Management, Ohio State University, explains how to recognize if your management style is too hands off. She’s the co-author of Stop Spending, Start Managing: Strategies to Transform Wasteful Habits.
We think of organizations as a way to coordinate work and get things done, which is true enough. But at the same time, every organization is a bundle of contradictions and conflicts.
There are three fundamental structures that govern the nature of all economic activity: customers, producers and the way, the mediating infrastructure, in which value is exchanged between them.
Comfort zones are hard to leave, and for good reason. They’re often places where we feel most secure and natural, and sometimes they are where we can do our best and most fulfilling work. But don’t confuse bravery with sensibility. Stretching your comfort zone when you’re not ready — or don’t need to — can add more stress than skill.
Can you identify the one person, event, or influence that made you who you are as a leader and a person? Over the past 10 years, I’ve put that question to one hundred of the eminent people I represented as chairman of the Washington Speakers Bureau: Madeleine Albright, Tom Brokaw, Colin Powell, Terry Bradshaw, Condoleezza Rice, and many others. I was curious to find out what they felt were the turning points in their lives — the defining moments and influences from which they draw motivation and inspiration.
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A new paper has explored how to teach empathy. The findings go beyond training providing a useful strategy and methodology for developing empathy i
New research reveals how contrasting cultures prevented two organisations merging fully for over 12 years!
Learning isn’t just about relaying information.
Once again, I’ve been re-reading Niels Pfleaging’s short book Organize for Complexity (and eager for the release of the English version of Complexitools) amidst the growing demand we are hearing at IISC from people who want to liberate their organizations and themselves to be able to intelligently respond to change and to come back to life! Here’s the gist – as things shift more, and more rapidly, some people’s inclination may be to try to exert greater control or dig in to what is familiar, but does not work. The more one does so, the worse things can get.
The rising tide of economic nationalism has caused many observers to announce that globalization is not just in retreat, but near death. To be sure, the Brexit vote and the election of Donald Trump (as well as the popularity of various far-right European politicians) raise important questions about the future of free trade. But the future health of the multinational corporation is not in doubt. Their outlook is good – but MNCs will need to adapt to some new realities.
Most of the digital disruption debate has focused on the implications for competition and employment in the corporate world. But what about the broader consequences for society?
Big companies starting businesses from scratch has become a big deal. In many cases, these volatile big bets create bigger movements, up and down, in the stock price of a company than its (more stable) core business. But what are their odds of success — and how do those odds compare to start-ups?
The question of “designing flows” is pertinent today because the reality of living and working in a networked world is catching up with us. This new reality is catching up with us because being connected and increasingly dependent upon flows of useful information is having a rapidly growing (and deepening) impact upon the way(s) we Read More →
Via june holley
The digital future has taken the corporate world by storm, but many employees are jumping ship. A new study by MIT Sloan Management Review, in collaboration with Deloitte, finds that only 44% of managers and executives believe their company is adequately prepared for digital disruption. Worse, 50% of employees who believe their company is lagging behind in digital innovation plan on leaving that company within a year.
The great entrepreneurs of the last century — folks like Henry Ford, John D. Rockefeller, and Thomas Edison — spawned huge companies that were designed around a model of scalable efficiency. In that model the job of workers was to fit into their roles and perform tightly specified and standardized tasks in a highly reliable and predictable way. The employee society was born. Enormous wealth was created for the entrepreneurs who pioneered this way of organizing business, and enormous value was delivered to the marketplace. And most of us became employees.
Successfully identifying, developing, and retaining leadership talent is critical for any organization’s long-term success. That’s why many of them, particularly the largest ones, rely on full-time “talent management” professionals, who work in coordination with other parts of HR.
When people are judging the quality of leaders’ decisions, they tend to focus much more on outcomes than intentions. For example, they judge hiring decisions not on the basis of whether the decision was made thoughtfully or fairly but on whether the new employee performs well. They judge the quality of a product decision on whether the product was well received in the market, rather than the quality of the process that led to the decision in the first place. As it turns out, this tendency affects virtually all human beings. When evaluating others’ actions, most people focus more on the outcome of decisions than on intentions, a phenomenon that psychologists call outcome bias.
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Scoop.it!
