The Oxford Review Blog: Evidence-based practice research briefings

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The Oxford Review Blog – Articles, posts and research briefings about Organisational Development, Human Resources, Learning & Development, Management, Leadership.

Making organisations more effective: The problem of academic – practitioner distance

Academic - Practitioner Distance

There is no doubt that our universities conduct valuable and useful research that can help organisations become much more effective. In fact they produce lots of useful research that organisations could use. As the call more more evidence based practice increases, and with good reason, a rather large problem arises. Hardly anyone outside of academia has access to the […]

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New mobile learning and teaching methods are emerging: New research

Mobile learning

Electronic mobile device technology for tablets and smartphones is beginning to mature. Where ‘Palm pilots’ and PDAs have been around for over a decade, the speed of processors and memory for mobile devices is getting to similar levels that personal computers had just a few years ago. This means that their uses including for mobile […]

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The Oxford Review Guide to Critical Thinking: What is it and how to develop it…

Critical Thinking

What is critical thinking and how do you develop it?      If you have had the privilege of going to university you will have been extolled to engage in critical thinking. Many organisations have critical thinking in their competency frameworks and it is a phrase banded about a lot in professional circles. But what […]

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Organisational mergers and acquisitions: The importance of culture change

mergers and acquisitions

An interesting paper has just been published looking at the role culture change plays in mergers and acquisitions. The researchers estimate that approximately 30% of all mergers and acquisitions that fail to meet their objectives and outcomes, do so because of a clash of organisational cultures within the new merged organisation. The paper proposes seven […]

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Had a Difficult or Painful Change Programme? The Next One May be Worse

Change Programme

Organisations that attempt a change programme after a previous difficult and painful change programme face an increased and significant risk of failure during the next programme. This, a new study shows, is down to employees of the organisation effectively being mentally scarred by the last attempt at organisational change. Difficult and painful change programmes significantly […]

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The Ultimate Guide to Changing People’s Beliefs, Values and Emotional Reactions – The Affective Domain

The complete guide to changing people’s beliefs, values and emotional reactions. Affective development: What it is and how to do it – ethically   Probably the most ignored and misunderstood area of development in learning, training and education is that of ‘affective development’ or the affective domain:  how to develop peoples values, beliefs and emotional […]

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How to use conflict management processes to improve productivity…

conflict management

How does conflict management improve productivity? Many studies over the years have shown that conflict in the workplace often has a negative impact on productivity.  Previous studies have shown that interpersonal and inter-group (departments for example) conflict can frequently result in individuals or factions refusing to co-operate and withdrawing in subtle and often hidden ways […]

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The Ultimate Guide to Skills Development – Many Learning and Development ‘professionals’ don’t understand how to develop skills…

Skills development

The Ultimate Guide to Skills Development There is a bit more to skills development than just practice. This Oxford Review guide to developing skills in organisations will lead you through just about everything you need to know to become an ace at skills development. Following on from my last post two posts: Why many people’s […]

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Levels of Organisational Development – Level 6 – Self-organisation and self-development

self-organisation

Level 6: Self-organisation and self-development Level 1 – Formation Level 2 – Formalisation Level 3 – Integration Level 4 – Expansion Level 5 – Coordination   The distinctive features of the self-organisation and self-development level of organisational development, otherwise known as a holacracy, is characterised by: – a)    A reduction in central control and management. […]

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