The Oxford Review Blog: Evidence-based practice research briefings

Authentic Leadership and Being Authentic – What does that mean anyway?

Being authentic

Being authentic The leadership, management and personal development literature and lore is repleat with appeals and even demands for authenticity. Management and leadership courses, consultants and coaches extol the virtues of how to be authentic and genuine. It sounds good but what are we really asking for here? What do we actually mean by being […]

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The Levels of Organisational Development

Levels of organisational development

If I was to tell you that some recent research ( Levels of organisational development ) has been able to analyse and describe exactly where an organisation is at any moment in time, and where it should be heading next? Useful eh? Well it has been done. Over the next few weeks I will delve into […]

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How to teach empathy : New research

How to teach empathy

Is empathy just part of our personality or can it be taught / learned?   Many organisations have empathy as part of their values or competencies with little consideration about whether it can be developed and if it can, how to teach empathy or how to develop it.   The closest many organisations get to […]

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How our mood (and productivity) is directly affected by different forms of communication at work

our mood

A wide range of things affect our mood and productivity at work. A new study has found that that there is a direct connection between our mood and the modes of communication we use at work.   A team of computer scientists have used technology to anonymously measure the psychological states of a group of workers […]

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Why evidence-based practice probably isn’t worth it…

problem with evidence-based

The evidence-based practice problem…   There is a big problem with evidence-based practice and why evidence-based practice isn’t worth it for most people… As a pedlar of evidence based practice this post hasn’t been an easy one to write but after years of work in this area, and having a service based around evidence based practice, I […]

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Do workplace resilience programmes actually work? New research

workplace resilience

Workplace resilience programmes During times of significant change in organisations, for example during downsizing and mergers, many companies around the world have instituted workplace resilience programmes to guide their employees through the turbulent times of change. There has been a number of evaluations and papers published about the success of these programmes but much of […]

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The Torch is lit – Crisis, Extremes, and Apocalypse

Crisis, Extremes, and Apocalypse

Interest in extremes and crisis (as well as Apocalypse) has rarely been higher than it is today. This spans across many domains including environmental, political, social, technological, business, economic and legal spheres of life.  With uncertainty (my research topic) and conflict appearing to be ever present these days Crisis, Extremes, and Apocalypse are areas of […]

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The difference between organisational culture and climate and why it matters

The difference between culture and climate

Organisational climate v change   What is the difference between culture and climate?   Mixing up the difference between culture and climate can be very expensive! Following on from the last post about What is an organisational culture, today I thought I would explore what the difference between organisational culture and organisational climate is.     Many […]

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The 6 factors that ensure change success

The 6 important factors that ensure change success

How to ensure successful change – change management   Change management – The 6 important factors that ensure change success. We know that the claim that 70% of change programmes fail is false. However learning what can make change a better and more positive experience in organisations can only be a good thing. All too often organisations […]

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The 5 different dissent strategies and how to deal with them. New research

Dissent strategies

It is estimated that somewhere between 50 and 70% of employees, will, at some point in their employment feel that the organisation has wronged, mistreated or let them down in some way. These issues are referred to as psychological contract breaches. This is where an employee feels that the organisation has failed to fulfil its […]

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