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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Conventional wisdom and change: the role of mavericks in creating change

conventional wisdom and change

Conventional wisdom and change Much of the rhetoric around change in organisations is based on conventional wisdom. Conventional wisdom refers to the commonly held beliefs, ideas and assumptions that a population has about an issue. These lead to a set of expectations, interpretations and explanations that people assume are true. As a result the ideas […]

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Management consultants struggle with lean, Positive coaching & more

Oxford Review Volume 3 No 6

In this month’s Oxford Review What can coaches learn from positive psychology? The psychology of boredom and what predicts it. The problem with integrating evidence-based practice. The impact of leader-member exchange (LMX) on organisational citizenship behaviours; the role of organisational job embeddedness The impact of emotions, beliefs and values on LMX (leader-member exchange). The causes […]

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How managers develop emotional intelligence and apply it: New study

How managers develop emotional intelligence

How managers develop emotional intelligence is a critical question for organisations and anyone involved in management development.  A new (this research briefing was sent to members in July 2017)  meta-analysis of over 25 years of research on the emotional intelligence of managers answers some important questions about emotional intelligence and its development in managers. Intelligence […]

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