The development industry has forever been obsessed by its nomothetic approach to personality development - that is, trying to produce general laws which apply to all people. This ‘scientific’ approach has enabled the growth in popularity of reductive tools, designed to help us understand and ‘get’ other people. At the other side of the scale [...]
Whatever your industry, learning and development are part of the process, and every employee goes through a course training at some point which is intended to progress their career. For many, though, these training courses are a box to be ticked, and little thought goes into applying that knowledge beyond the day of the course. [...]
Unconscious bias can mean we made decisions that get in our way – and taking the time to understand why we make those choices, and where those assumptions come from, can lead to us reconsidering and embracing a wider range of influences – which can take us much further on the road to success. In [...]
Each year the number of people who go to university and obtain degrees grows – but studies show that those increasing numbers of graduates are struggling to find work. Is there a gap between education and necessary experience? A recent government report showed that – once again – graduates are struggling to find skilled employment [...]
They say culture eats strategy for breakfast, and they may have a point. But, like breakfast, culture has ingredients: the behaviours that create the atmosphere and patterns that everyone works within. Think for a moment about your morning muesli, and contemplate that old adage – “One bad apple…” It seems the staff at Business Grapevine might be thinking along similar lines, judging by their recent article, 5 warning signs of a TOXIC company culture. For those that might be concerned, here’s the summary checklist: A lack of employee motivation Inauthentic leadershipHigh turnover rates Absenteeism Lack of communication While culture can – indeed, should – be managed, it’s only reasonable to assume that the decision to create a culture with these characteristics is rarely that any intelligent organisation would take, but how many are mindful that these symptoms can arise surprisingly swiftly when behaviour goes either awry or unchecked? No matter what our staff handbooks and codes of conduct might say, organisations are composed of people, and a degree of irrationality comes with the turf. But that does not mean all is lost. A recent Strategy & Business article profiling Maryam Kouchaki, an expert in the causes of unethical behavioural, included an important reminder: […] although we humans may be hardwired to react and behave in certain ways that may not always make us proud, we are by no means a lost cause. This is just as well, given some of the findings of a recent McKinsey article, The hidden toll of workplace incivility, which charted some of the impact of toxic behaviours: […]
Training is an organisation-centric activity that seeks to improve workplace performance by providing standardised learning experiences. Learning, by contrast, is a person-centric experience that is shaped by diverse needs and preferences. This mismatch is responsible for a substantial proportion of the poor typical return on investment in training: individuals learners need help to extract the personalised development that they need from the available standardised learning opportunities. Enter Personal Development Mentors … […]
While dictionaries might define ‘managing’ as ‘succeeding in surviving or in achieving something despite difficult circumstances’, that is not a definition any organisation should wish to apply. ‘To manage’ must mean more than simply – somehow, despite everything – to cope. But what can organisations do to ensure their line managers do not feel as if their performance falls into the latter category?
How useful is ‘shorthand’? Is everyone in that age bracket facing the same personal and financial issues? ‘Many people’ is not a synonym for ‘everyone’, and the differences that get covered over by conflating the two can be as big as the perceived differences between the broadbrush descriptions of Gen X and Gen Y.