Change Management

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Change Management

Ultimately only succeeds by engaging hearts and minds. Organisational change can only be built upon team and individual change.  Strong and supportive leadership can ensure that the individual changes support the organisational change. The nature of that support depends upon the characteristics of the organisation. Understanding organisational metaphors such as machine, political or organism is key to determining the kind of leadership required. But in all cases, change needs to come from within rather than just be driven from the top. According to Senge and Cameron & Green the role of change management is to ensure that ‘within’ commits to and delivers the change. Read More >>>>>>>>>>>>

Knowledge Management

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Knowledge Management Defined

In the last ten years, we have all become acutely aware that central to any successful organization is managing all of the wisdom and know-how that exists.  We spend an inordinate amount on educating our workforce and training them only to see them disappear out of the door for new opportunities, and with it all of that know-how (often not collated and stored for others to use).

In addition, the workplace has changed dramatically with the onset of digitally available streamed media, online books, research and academic insight.  We are also increasingly aware of blogging, social networking, twitter and all of the other information and relationship management systems available to us.  The internet is revolutionising and creating a more social, collectivist global attitude rather than individualist. Read More >>>>>>>>>>>>

Applied and Fundamental Ethics

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Personal Ethics – An Essential Ingredient for Leaders of Tomorrow

Ethics, as called in Latin is Ethicus and in Greek Ethikos, stems from the word ‘Ethos’ which means the science of morals. A simple definition of ethics is “a set of principles of right conduct”. Ethics serve as guidelines for analyzing “what is good or bad” in a specific scenario.   They create a framework for determining “right” versus “wrong”, and represent the core value system for every day problem solving. Ethics is the systematic, rational reflection upon a choice of behaviour and it can be taught. Read More >>>>>>>>>>>>

Where is the Wisdom, Leadership, Management?

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Where is the Wisdom, Leadership, Management?

We are living in exponential times. Technology is moving so fast that it has been suggested that for a student in the fourth year of a technology-based degree, the stuff he learned in the first year is out of date.

Another frightening factoid is that in the next year, the human race will generate as much data as in the previous 5000 years. There is also the issue that staff now routinely move jobs every 3-4 years, and that many technologists will have 10 jobs before they are 40. Individuals can gain experience, but how do you keep the experience in the business when the staff move so fast? Read More >>>>>>>>>>>>

New Thinking Leadership and Motivation

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Motivation: What’s New, Navigating the Complexity?

Great leaders understand that its not easy to translate vision into reality. And they realise they can’t do it alone. The most effective leaders are those who seek out what they and their company need. That kind of growth mindset is ageless.

Leadership and Motivation are areas that we would all agree have a significant impact on organisational performance. Having said this, which leadership model should we use of the 80 or so currently available, stemming back as far as the Big Man Theories and the latest on Emotional Intelligence. Not leaving out the myriad of other habits and models currently being sold to us through extensive publications and books. Read More >>>>>>>>>>>>

Human Capital Competency

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The Human Capital Side of Business

Competency (skills, behaviour, knowledge, experience and values) statements are a highly descriptive language that communicates strategy and performance improvement required of people in an organisation. They convert potentially disaffected members of the workforce into measurable and therefore manageable human capital. Once people become human capital the bias, familiarity and subjectivity towards them can be replaced by a fairer, more dispassionate, objective and efficient method of channelling their power. Using competencies to define human capital through role profiles enables all gaps between current and required state to be identified and addressed. Individual gaps are aggregated as an organizational capital risk. This gap becomes the liability on the corporate human capital balance sheet. It also defines what must be addressed to achieve business performance improvement. Read More >>>>>>>>>>>>