The very latest research briefings: Inside February 2017 Oxford Review

The very latest research briefings this month from The Oxford Review

The very latest research briefings

The very latest research briefings February 2017

The very latest research briefings:

1. The changing face of the organisation

This briefing looks at study that assesses the latest changes in organisational development and what organisational and work psychology research has to do to catch up with these changes. This is an important study for anyone interested in organisational development, Industrial-organizational (I-O) psychology and organisational change in general as it shows a broad category of change that is starting to occur in the workplace.

2. Why organisational learning fails – a lesson from NASA

This is an interesting briefing that looks at research conducted with NASA about problem types from the perspective of risk and risk management. The important part of this study it shows how to balance the opposing needs of risk and safety

3. Strengths and weaknesses of the western human resources system – a Chinese perspective – and a warning

This study looks at general trends in HR in the west from a Chinese perspective. However the really shocking thing about this study is why it was carried out. I have included a full Post-Script to the study about what this means for organisations in the west… and it’s big!

4. Strategic silence – why organisations don’t publicise positive news

This briefing looks at an fascinating study that shows that many organisations don’t publicise certifications, endorements and warrants. We are talking the likes of Ikea and many other organisations who are not exactly publicity shy. This research unravels the psychology behind what many companies don’t publicise positive news and looks at what strategic silence is and why it happens.

5. Reputation management in management consultancies

This is a fascinating study that looked at a management consultancy and lays out exactly the strategy they used to repair a rather battered reputation following a series of embarrassing and financially harmful incidents. This consultancy was able to bounce right back stronger and in a better condition that before using this strategy. I have to say there are some very useful takeaways in this briefing for any consultancy.

6. How to predict the economy

How do you predict what’s about to happen next? This research briefing examine a really interesting study that shows how to do just that with a fair degree of accuracy. We took the methods used in this research and used them inside an organisation and found it also helps to predict the health of the organisation almost day-by-day. Really useful.

7. The conundrum of collective intelligence

This research briefing looks at a research study that explores collective intelligence and find out what predicts it in teams. Not only that it has some very useful conclusions about how to develop it and use it in teams and work groups. Some of which are completely counter-intuitive.

8. What really motivates people in organisations?

This fascinating study from Germany has discovered an extremely useful set of factors which can keep people engaged in an organisation and decrease turnover rates. Not only that but they found that one factor, which is relatively simple to put into place in any organisation can make all the difference. This study is also a real boost in the arm for the RoI of L&D, if handled correctly.

9. Ambivalence and work

There are areas of all of our work that we are probably ambivalent about. This research briefing looks at a very useful study about the impact of ambivalence on organisational identity. This study has some important findings leaders, managers, HR and OD professionals will be able to put into practice with great effect.

10. Is it better to integrate or segment work and family life?

This research briefing looks at an really useful study about whether it is best to integrate or segment work and family life. It comes up with some surprising findings that anyone struggling with this issue either from a personal or organisational perspective with find most useful.

11. Good leaders and over-qualified employees…

This is an interesting little study that looks at the effects good managers and leaders have on over-qualified employees. It’s kind of good and bad news. Like all of our research briefings, this one shows you the findings quickly and simply to make you the most knowledgeable professional around.

12. The ideal employee according to managers – and it’s not good

This is a block-buster of a study. It really unpacks what lies behind unintentional sexism how, what most leaders and managers look for and expect in employees accidentally creates a very unloved paying field in just about every organisation around. I have to say I found this study as shocking as it was helpful. I have shown it to a few HR and leadership colleagues and they have made immediate changes in their organisations as a direct result of this research briefing. This is a must read research briefing is you are a leader, manager or in HR, or you are a leadership, management or organisational development coach or in any diversity related role.

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Disclaimer: This is a research review, expert interpretation and briefing. As such it contains other studies, expert comment and practitioner advice. It is not a copy of the original study – which is referenced. The original study should be consulted and referenced in all cases. This research briefing is for informational and educational purposes only. We do not accept any liability for the use to which this review and briefing is put or for it or the research accuracy, reliability or validity. This briefing as an original work in its own right and is copyright © Oxford Review Enterprises Ltd 2016-2019. Any use made of this briefing is entirely at your own risk.

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David Wilkinson

David Wilkinson is the Editor-in-Chief of the Oxford Review. He is also acknowledged to be one of the world's leading experts in dealing with ambiguity and uncertainty and developing emotional resilience. David teaches and conducts research at a number of universities including the University of Oxford, Medical Sciences Division, Cardiff University, Oxford Brookes University School of Business and many more. He has worked with many organisations as a consultant and executive coach including Schroders, where he coaches and runs their leadership and management programmes, Royal Mail, Aimia, Hyundai, The RAF, The Pentagon, the governments of the UK, US, Saudi, Oman and the Yemen for example. In 2010 he developed the world's first and only model and programme for developing emotional resilience across entire populations and organisations which has since become known as the Fear to Flow model which is the subject of his next book. In 2012 he drove a 1973 VW across six countries in Southern Africa whilst collecting money for charity and conducting on the ground charity work including developing emotional literature in children and orphans in Africa and a number of other activities. He is the author of The Ambiguity Advanatage: What great leaders are great at, published by Palgrave Macmillian. See more: About: About David Wikipedia: David's Wikipedia Page

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