One of the most recognizable legacies of the humanistic psychology tradition is Maslow’s Hierarchy of Needs. Ask any manager or HR professional and they know it. Like many legacy theories, people see it as self-evident and generally would say that they agree with it. It is one of the most useful and well known achievements in the field of humanistic psychology that have been adopted by management. Stated simply, Maslow suggested that human needs can be placed into a graded hierarchy. If people are not able to satisfy a “lower...
Saybrook’s School of Organizational Leadership and Transformation will begin offering a Certificate in Crisis Management beginning in 2014. The program will be led by Ian Mitroff, who recently joined Saybrook as an adjunct faculty member. Dr. Mitroff is Professor Emeritus at the Marshall School of Business, University of Southern California, and is the founder and president of Mitroff Crisis Management. He is also a Senior Research Associate with the Center for Catastrophic Risk Management at the Haas School of Business, University of...
In another blog post I talked about my role as an integrator. My work as a scholar-practitioner has been grounded in evolutionary systems theory, transformative learning, and systemic action-research. My most creative contributions to organizations come from my ability to question and expand perceived boundaries and from connecting seemingly unrelated “dots.” In other words, my work is about innovation as in the creation of new possibilities from the integration of disparate dimensions. I do a lot of work with social entrepreneurs...
Predictive analysis in human resources is becoming a lot more helpful in determining how well-suited potential employees may be for a particular company and a specific job. But what can it tell us about employee engagement? According to a recent Wall Street Journal article regarding a soon-to-be published study by Deloitte Consulting LLP, about 5% of companies with 25,000 or more employees are now using predictive analysis in human resources. This analytical information can go a long way towards learning about who to hire and for what...
We struggle in organizations to clarify objectives and future directions. We are working in complex adaptive systems that are ever changing and uncertain, and our ability to foresee the future, establish goals, and work toward them in a linear way, is difficult, if not impossible, in organizations today. At the same time the challenges before us are great, so are the opportunities. How can we change the way we work in organizations to support us in creating and committing to a strategic vision and working toward it in new ways? As co-chair of...
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