David Wilkinson

Author Archives: David Wilkinson

Perfectionism: The different types of perfectionist and how they cope

Perfectionism

Researchers have been studying the impact of perfectionism on a range of outcomes. Previous research has found that individuals with higher levels of perfectionism, who experienced stress are significantly more likely to experience emotional distress. This study wanted to see how people cope with perfectionism and stress. Perfectionism Perfectionistic striving Perfectionistic concerns Healthy perfectionists The […]

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Practice intelligence and the problem with Business School learning

Practice Intelligence

Why management and leadership development should be focussing on practice intelligence.   Fourteen years ago this year Henry Mintzberg published his book ‘Managers not MBAs: A hard look at the soft practice of managing and management development‘, in which Mintzberg challenged the prevailing view that the recipient of the MBA was by default not only […]

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How we collude to not resolve the paradoxes leaders and managers create

Paradoxes in organisations

How managers and leaders create paradoxes at work  Messages and orders from leaders and managers create a world of meaning in organisations. Often however the messages managers and leaders unintentionally send out frequently create a paradox i.e. inconsistencies, uncertainties and ambiguity that defy or counter the prevailing logic within the organisation. These in effect, create […]

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Why I-O psychologists and management consultants need to up their game…and more in…

The Oxford Review Volume 3 Number 8

In this Month’s Oxford Review: Does being clear about your own emotions help you to have greater empathy? Why talent management and industrial–organisational (I-O) psychology has a big problem Lean is harder to implement and the results worse than people usually expect at first What does engagement really mean? The impact of organisational values and […]

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How organisations unwittingly obstruct their own organisational change

How organisations obstruct their own change

How organisations obstruct their own change: The case of introducing motivational interviewing to reduce sickness absence A new study looks at the experiences an organisation had of introducing a new working method which shines a light on how organisations unwittingly obstruct their own organisational change. The Swedish Social Insurance Agency introduced a new tool, ‘motivational […]

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Transfer of learning into the workplace – does classroom learning work?

Transfer of learning into the workplace

Are workshops and class based learning events really effective? What evidence is there for the transfer of learning into the workplace from such learning interventions? A new study has examined whether there is real transfer of learning from workshop simulations and learning to ‘real-time’ workplace practice and problem solving. The study, took an in-depth look at […]

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Why executive coaches and those that employ them need to look at this… and more in this edition

The Oxford Review Vol 3 No 7

In the latest edition of the Oxford Review… In this edition What we can learn from resilient children What large organisations can learn from SME’s in terms of project management What is the impact of organisational knowledge loss due to employees leaving? Using evidence in evidence-based practice: Integrating practice and research This one thing predicts […]

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