In this episode David explores the difference between social and structural job resources. 

Evidence-based organisational change

Keywords: evidence-based practice, organisational change, change, evidence- based organisational change, evidence, evidence quality

Organisational change is a continually 'hot topic' within both the organisational and research communities with very good reason, as the rate of the pace of change increases year-on-year (currently estimated to be approximately 9% change increase year-on-year). And this is just in terms of new knowledge, scientific discoveries and technological advancements. Added to this, there is an almost measurable amount of social, political and market change ongoing at any particular time. At the time of writing the Covid_19 pandemic is creating unprecedented organisational and social change around the world.

But how much evidence is there for many of the ideas, methods, techniques, and tools that organisations, consultants and organisational change professionals use? Find out what the research says...

For references, video etc See https://www.oxford-review.com/evidence-based-practice-essential-guide/the-essential-guide-to-evidence-based-organisational-change/ 

In this episode, David looks at a study that finds that many of the effects or outcomes of coaching, and in particular, leadership coaching occur after the programme of coaching have occurred.

The full notes and a video version can be found here:https://www.oxford-review.com/leadership-coaching/

Issues like the Enron scandal (where the Chief Executive was found guilty of 18 counts of fraud, conspiracy and insider trading) and the VW emissions scandal (where technology was used to cheat emissions testing protocol and a range of other scandals) show that unethical and unprincipled decision-making and leadership is not an uncommon problem and is most likely occurring right now behind closed boardroom doors in some organisation or other.

The damage done by unprincipled and unethical leadership can be... go to  https://www.oxford-review.com/the-principled-l…nterview-podcast/ to get the rest of this post and a full transcript and free research briefings

 

More and more organisations are turning to big data to inform their decision-making, however they are finding that all is not well when they try to use big data.

A new study by researcher Maryam Ghasemaghaei and Goran Calic from De Grot Business School at McMaster University looking at why organisations often end up abandoning the use of Big Data in their decision making, makes for some useful and interesting reading. 

In this podcast I interview Dr. Maryam Ghasemaghaei about her research and findings.

For the transcript and more go to: https://www.oxford-review.com/why-organisations-are-having-problems-using-big-data/

Social norms are the rules that guide and constrain behaviours within any culture or society and both stem from and control what is appropriate behaviour within that environment. Social norms are the arbiters of order, organisation and structure within any society. However, despite the fact that they regulate social interactions and maintain order within a society, norm violations are frequent.

 

A number of previous studies have found that in many societies, regular and blatant norm violators tend to be controlled, often in subtle ways, and they are frequently prevented from being able to gain positions of influence.

 These are normal parts of everyday life, but the questions are: 

  1. Why do some people violate social norms?
  2. How are norm violators controlled and their influence restricted?
  3. Why and who are the arbiters of social norm following?

For more about this podcast including full transcription and notes click here

One of the big themes emerging from the management and organisational development literature at the moment is that of organisational ambidexterity.

A problem that has dogged many organisations is how to continue to exploit its existing capabilities whilst at the same time developing and exploring new ones.

A new study and review... To see the transcript, references and more go to: https://www.oxford-review.com/developing-organisational-ambidexterity-podcast/

Mentors have long played a significant role in the development of individuals within organisations. One of the more successful approaches to mentoring has been inter-organisational schemes where mentors from other organisations help new and developing leaders and managers to get to grips with their role and to see things from different perspectives...

For the rest of the notes, blog post and transcript  go to: https://www.oxford-review.com/the-characteristics-of-a-successful-management-mentor-podcast/

 

Being able to persuade or sell to others effectively is a core part of many people’s occupation and position. For example, leaders need to persuade followers, managers need to persuade employees and, generally, many people are put in a position where they are trying to persuade others about ideas, concepts and products. The art of persuasion has received much attention over the years from researchers and authors.

Whilst many people and organisations don't like to think of it like this, getting people to accept ideas, practices and change is in fact a sales process. A number of previous studies have shown that storytelling is a hugely effective method of persuasion and selling.

A new (2019) study looking at the impact of storytelling on sales and persuasion and on the effect of teaching people to use storytelling throughout the sales/persuasion process has just been published which looks at the impact of teaching students to incorporate storytelling into their sales processes.

In this podcast Sarah Smith (Contributing Editor) and David Wilkinson (Editor-in-Chief) look at how to use stories to sell ideas and products. 

When Employees get pissed off: Employee dissent spirals and how to deal with them as a manager

It is estimated that somewhere between 50 and 70% of employees, will, at some point in their employment feel that the organisation has wronged, mistreated or let them down in some way.

These issues are referred to as psychological contract breaches. This is where an employee feels that the organisation has failed to fulfil its obligations to them. Over the years there has been a considerable amount of research attention looking at these psychological contract breaches and their effect.

Psychological contract breaches and dissent spirals (explained in the podcast) can occur at any time but are particularly prevalent in times of organisational change.

In this podcast David looks at new research about how to deal with perceived psychological contract breaches and prevent dissent spirals, which can lead to all sorts of negative consequences for the employee, the managers and the organisation. 

 

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