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The Oxford Review – Downloads – Copies of the Monthly Oxford Review

Oxford Review Back copies

Get back copies of the monthly Oxford Review:   The very latest evidence, thinking and research across the areas of Organisational Development, Organisational Change, Leadership, Management, Human Resource and Human Capital Management and practice, Learning and Development and Coaching. The Oxford Review is a monthly journal containing jargon free, practical and useful research briefings. No […]

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The down-side of organisational identification: Can you be too aligned with your organisation?

Organisational identification

The strength of organisational identification indicates the level to which the employees identify and agree with the goals, mission and values of the organisation they work in. Organisation identification is a key indicator of things like employee commitment to the organisation or company, loyalty, intention to leave and a host of other indicators.     […]

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How to change a bureaucracy into a dynamic organisation

How to change a bureaucracy

Public and private bureaucracies have a number of traits that collude toward slowing them down and producing outcomes that streamlined, fast paced organisations would never tolerate. In dynamic businesses, most, if not all the employees work together to achieve the aims of that business rather than the agendas of individuals. A new study looks at […]

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


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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Levels of organisational development – Level 5


Following on from the previous posts about this new research, today I look at level 5 of the six levels of organisational development. Level five is the coordination level. Level 1 – Formation Level 2 – Formalisation Level 3 – Integration Level 4 – Expansion   Level 5: Coordination     As the organisation or […]

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Levels of Organisational Development – Level 3


Level 3 of the 6 levels of organisational development is the integration stage of organisational development This post continues from: The Levels of Organisational Development- Level 1 or the Formation Stage, and  Levels of Organisational Development – Level 2 – The formalisation stage of organisational development In this post I look at Level 3 of the 6 stages […]

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Levels of Organisational Development – Level 2

Formalisation stage

This post follows on from The Levels of Organisational Development. In that post I explored Level 1 or the Formation Stage of the six levels of organisational development. In this post I will look in a bit more detail at level 2 – The formalisation stage of organisational development:   Level 2: Formalisation Stage     The distinctive […]

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How to recover from organisational decline: The 5 R’s of organisational recovery

organisational recovery

The five R’s of organisational recovery Whilst I have a somewhat cynical attitude to models that neatly fit in an word based acronym or words all starting with exactly the same letter and 2×2 matrix, sometimes you find a genuinely useful model. In this case whilst I am not sure this is actually a step-by-step […]

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