Organizations are dynamic interactive human social networks. Ecosystems of relationships enabling knowledge and practical wisdom to be applied so organizations can reach their mission and serve their clientele are the heart and soul of contemporary organizations. Increasingly, collaborative workplace systems are the preferred organizational model, but being collaborative is not easy. Plus, an organization must be ready to work collaboratively and involve the right people. Often the more complex the organization or its tasks, the more...
An astounding 70% of U.S. workers are either not engaged or are actively disengaged, according to a 2012 survey by Gallup. Further, these actively disengaged employees are emotionally disconnected from their companies and as a result are less productive, more likely to miss work, more likely to steal, may negatively influence coworkers, and will drive customers away. Employee engagement is strongly connected to business outcomes that are so essential to the organization’s productivity, profitability and customer engagement. And those who...
When the pace of things is fast and we have too much to do, we drain our inner resources --resources that are necessary for creativity. Stress is an energy hog that depletes our concentration, and it cuts us off from our best thinking. There's a whole bunch of brain science behind this. Practices from Mindfulness & MBSR that spark creativity & innovation. Using practices that come out of mindfulness and MBSR (Mindfulness Based Stress Reduction) can be very useful in quieting the mind and sparking the creativity that is...
I have started several conversations with colleagues over the last month on the topic of ambiguity tolerance as a competency area for organizational leaders. Ambiguity tolerance has been a focus area of my studies over the last couple of years, so it’s not surprising that I see connections to the topic everywhere, especially since I’m the one who usually brings it up. Here are two examples from two different client engagements over two consecutive weeks. In the first example, I co-led an executive development workshop on strategy...
In professional services company Deloitte and Touche's The 2011 Shift Index: Measuring the Forces of Long-Term Change, the company states that the return on assets (ROA) for US firms has steadily fallen to almost one quarter of 1965 levels. This study also concludes that less than 20 percent of workers are passionate about their jobs, executive turnover is increasing, consumers are becoming less loyal to brands, and the rate at which big companies lose their leadership positions is increasing. Gallup reports that only 11 percent of today...
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