Below you'll find a list of all posts that have been tagged as “organization behavior”
Rule #1 in communication demands you know your audience. Since there is more than one corner office rule #2 states all analytics are not equal.
Corner Office Analytics (Infographic), presented by Deloitte, offers a guide to questions each CXO needs to be able to answer. If your CXO needs to answer these questions, you can be sure they expect you provide accurate context for connection.
A company that does not engage their market lends little confidence they engage their employees. A persona-driven strategy identifies characteristics through insight, data, and feedback to develop pertinent images of an ideal customer’s goals, needs, and objectives.
Social media reveals organization culture through more transparent ways than any HR engagement program.
What people want, may not be what you want to say. That gap is more realistically a chasm.
When I hear capability model I think competence, competence naturally leads me to motivation. So, capability model, to me, represents a human capital knowledge, ability, and skills framework.
Enterprise, systems, or business architects, view capability models as what a company needs to do to execute strategy.
Any link is a system link and strategy is only as good as the ability to execute. Within the pages of The Capable Company: Building the capabilities that make strategy work, I intend to find capability model methods that identify business and technical details needed for strategic links to execute those capabilities.
Capability models rarely aggregate the sum of people capability. Organization capability is sabotaged by people capability, the organization capability model rarely covers the contingency of the unwilling, the unable, and the unmotivated.
Organizations are a product of social interactions, not industry feature. People decide to avoid each other or work together and that is the sum of individually-motivated competence, not organization capability.
In the quest to maximize returns to shareholders executive doctrine shifted from stakeholders to shareholders. The Atlantic’s, Justin Fox, calls out shareholder value ideology.
Identity shapes how people describe their world. The range of options that someone can identify and define their view presents little issue, until collaboration.
In our world of people, process, and technology, a single item can mean multiple things.
Many books attack the rational case for change, but often miss the crucial element to understand change: plans are rational people are emotional. In “Leading Successful Change” Authors, Gregory P. Shea, PhD and Cassie A. Solomon write change management continues to fail at a rate above 70% for 2 reasons.
The good news? Offered within are 8 solutions to turn your change efforts into success. The better news? You may only need 4 of the 8 to succeed.
Within is a review of their book, “Leading Successful Change, 8 Keys to Making Change Work”.
If George Washington had wooden teeth, little harm comes from people who believe this myth. People and any performance myth that a department or organization has around human capital, however, creates real impact on motivation and return on involvement.
Systems theory and systems thinking relies on interface, feedback, organizational goals, input, throughput, output, differentiation, and integration. Thinking in systems means no change can happen without effect on other actors in the system.
When thinking through solutions, it seems we forget a team, a department, or a division is a part of a larger system. If you think in problem solving mode, then your diagnostic needs to account for undesirable behavior characteristics are part of the system structures that produce them.
A look at what other’s have done to achieve success certainly offers a chance to avoid the aches and scrapes when …
The glass half full or glass half empty analogy presents a shortcut perspective to infer either an optimist view or a pessimist view of the world, respectively.
However, with an appreciative mindset the glass is neither half full nor half empty, the glass is full.
A full glass now provides a more complete perspective of possibility and a full view of Appreciative Inquiry options.
When things get bent Murphy’s Law takes too much credit (blame) when the more likely result being a symptom of poor planning and failures further upstream and earlier than Murphy ever came on the scene. The only law I do believe in is the law of gravity.
New research with large data, known as Big Data, are creating big problems for human resource s (HR) and HR professionals.
Just as an alarm stops you from a current, resting state, change management relies on communicating to people what they need to stop doing and what people need to start doing in a new, functional state. Time to stop blaming and start changing.
Projects have impact.
Impact affects risk.
Risk affects hope.
Hope affects scope.
This impact analysis template, designed for use with SharePoint, is an early-phase assessment to identify all stakeholders, their needs, their awareness, and their insight into the project before they surprise you.
People speak loudest with their feet. Markets, in an economist perspective, are all about exits, when to sell, when to cash in.
Fast Start conversation: Bias, an outlook or tendency to prejudge something, is usually attacked in organizations who aim to create an …
Frank Barrett, is an active jazz pianist leading trios and quartets as well as touring the United States, England, and Mexico with the Tommy Dorsey Orchestra.
Frank Barrett, Ph.D. is an Associate Professor of Management and Organizational Behavior at the Naval Post Graduate school. Yes to the Mess is a journey through the power of music and the possibility of messiness. Frank correlates this mess to organization development, design, and possibility of innovation, managing highly-talented individuals, group communication, vision, and team dynamics.
Yes to the Mess is not just a book on jazz, but an organization behavior book, a leadership book, and a team development book.