In this January’s edition of the Oxford Review – The number 1 resource for evidence-based practice.
I am always proud when we publish another new Oxford Review and today is no exception.
Every review, every briefing, infographic, video and any other material we send to our members is the culmination of a long line of searching, reading, examining re-writing and editing research papers, all done in the shortest possible time to ensure you get the lowdown on the very latest research. Our members get these studies usually well before anyone else gets to even know about them, even in universities. I love knowing that our members, evidence-based practitioners to a person, are well
Our members get these studies usually well before anyone else gets to even know about them, even in universities. I love knowing that our members, evidence-based practitioners to a person, are well in front of the crowd – by miles! It will be years before most of this research gets into the public domain if indeed it ever does. This is the very stuff of evidence-based practice – powerful, practical, useful and right up to date.
The research briefings in this month’s edition include:
- ‘Flawed individuals’ – shared leadership in policing – lessons for all organisations
- The negative side effects of coaching and how to deal with them
- Coaching for resilience
- Do you need ambidextrous employees to have an ambidextrous organisation?
- How to develop readiness for change in your organisation using ‘social’ knowledge
- Seven key trends in the future of learning and development
- Why your leadership recruitment policy needs looking at – urgently
- Coaching works – according to the coaches…
- Breaching psychological contract can impact commitment to change and output
- Aiding positive mental health in the workplace
- Job insecurity and employee unethical behaviour
- Four types of knowledge needed for greater innovation
- Finger on the pulse – Positive Organisational Scholarship
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