The journal of research for evidence-based practice - Jan 2017

In January’s edition of the Oxford Review

Evidence-based practice: January 2017 Oxford Review
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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
    management
  • 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

Are you an evidence based practitioner? You need the Oxford Review

The latest research evidence, thinking and tools about:

  • Leadership
  • Management
  • Human Resources
  • Learning and Development (including coaching)
  • Organisational Development
  • Organisational Change

for practitioners, consultants and coaches.  Join now

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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