Archive

Monthly Archives: February 2018

Why organisational learning fails – a lesson from NASA

Why organisational learning fails

Why organisational learning fails: Running a safe and efficient space programme is one of the highest risk jobs of all. A new report shows that investigations into organisational learning with regard to the Challenger and Colombia space shuttle accidents at NASA have shown that fundamental organisational constraints are frequently the greatest impediment to learning. The […]

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The Leadership Taboo, Managing Future Uncertainty and more in this month’s Oxford Review

The Oxford Review Vol2 No1

In This month’s Oxford Review – Volume 3 Number 1… The downside of employee loyalty Keywords: employee loyalty, job tension, inter-professional dysfunction and collaboration, well-being Employee loyalty is not a one way street. A new study finds a bit of a hole in previous studies of employee loyalty and aims to fill that gap. In […]

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Do you need ambidextrous employees to have an ambidextrous organisation?

ambidextrous employees

A lot of research has gone into the explorative and exploitative states of an organisation at an organisational level. A new research study from the Netherlands has looked at whether employees need to be one or the other (explorative or exploitative) or actually ambidextrous in their own right in order for the organisation as a […]

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The negative side effects of coaching and how to deal with them – new study

negative side effects of coaching

Unless you’re infatuated with someone you will hardly ever have a relationship of any kind without some negative effects. A new study has found that there are also negative side effects of coaching and that these side effect applies to coach and coachee relationships…   Negative side effects The 3 most common side effects The […]

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‘Flawed individuals’ – shared leadership in policing – lessons for all organisations

Police leadership - flawed individuals

Complex problems and flawed individuals Police the world over are organisations largely dependent on a hierarchical, bureaucratic leadership model. It has been shown that where in some situations a hierarchical system is most effective, even top leadership cannot deal with the most complex problems on their own so a shared leadership model is the best way […]

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