Trendwatching, episode 259: Motivation and manager's tools in the era of globalization, mobile/always-on work, self-directed careers. Do your leadership development programs really help managers lead individuals?
A short lament and commentary by John Parkinson in CIO Insight is worth the quick read and reflection. John, who spent half a career in consultancies (with built-in 20% turnover plans and highly self-motivated employees), has been struggling recently to lead a staff of technologists who happen to be millennials, and he makes the following observations:
Although he doesn't come out and say it, the war for talent (i.e., the dative sense) has almost become a war either in or with talent (i.e., the ablative sense), with managers caught in the cross-fire between the organization's needs for executing the vision and the individual's needs of growth, fulfillment, achievement, or whatever intrinsic motivators would work. It's an important article because it helps identify a common issue in leadership development programs: practical tools to help leaders identify motivators to help keep a team moving forward. Read the commentary by John Parkinson, "Millennials at Work: Not My Generation"
Negotiators gain more concessions with cool threats than with heated words.
Conventional wisdom about showing anger in negotiations is sometimes contradictory: You should hide your true feelings behind a poker face, some say. Others recommend acting angry even if you’re not, as lawyers often do. New findings from negotiation researchers, however, reveal that both bits of advice are too simplistic, and they suggest a more effective tactic for tough negotiations would be making overt, well-timed threats. Margaret Neale (the John G. McCoy-Banc One Corporation Professor of Organizations and Dispute Resolution, who conducted the research with INSEAD professor of organizational behavior Marwan Sinaceur (PhD, ’07) and other colleagues) suggests that anger isn’t as effective as a simple threat in getting people to concede. Anger tends to create collateral damage, lingering resentment that makes it less likely for people to want to deal with you in the future. So if you can achieve the same concessions with threats alone, so much the better. Not only that, but the researchers had reason to believe that threats would actually yield more concessions than would expressions of anger. After all, if anger is an implied threat, wouldn’t a direct threat be more powerful? Read the Stanford article on Negotiation, "When Threats Are Better Than Anger"
It's widely recognized that a company’s leadership, culture and core competencies can be important to its success. But another, often overlooked, critical source of differentiation is the company's beliefs. Do your leadership development programs help instill corporate beliefs?
What enables some companies to be consistently and resolutely different? Business writers have pointed to such attributes as visionary leadership, a unique corporate culture and a distinctive set of core competencies. Although there is little doubt that such elements can sometimes play a key role, Jules Goddard, Julian Birkinshaw and Tony Eccles argue that, in the end, a company's beliefs — or what we refer to as its "uncommon sense" — are often the most critical source of differentiation. So how do companies put ideas they develop through our process into action? Successful companies don't just talk about their novel beliefs or make risky bets on unproven ideas. Instead, they rely on a deliberate process of experimentation. They turn one of their novel beliefs into an operational hypothesis and then test it in as low-risk a way as possible. The feedback they get from the market informs their further testing, ultimately shaping the company’s decision to make a tangible change. Read MIT Sloan article "Uncommon Sense: How to Turn Distinctive Beliefs Into Action"
No major news in mergers, acquisitions, or product releases.
Organizational socialization is the process by which a new employee learns to adapt to an organizational culture. This crucial early period has been shown to have an influence on eventual job satisfaction, commitment, innovation, and cooperation, and ultimately the performance of the organization. After decades of research on organizational socialization, much is now known about this important process. However, some confusion still exists regarding what it means to be socialized. The Oxford Handbook of Organizational Socialization (to be released on July 13, 2012) brings comprehensive reviews of the scholarly literature together with perspectives on what is being done in organizations to integrate and support new employees. The first section introduces the principles and practice of employee socialization and provides a history of the field, and the second section focuses on outcomes and antecedents of socialization. The third section on organizational context, systems, and tactics covers an extensive number of topics, including diversity, person-organization fit, and social networks, and special contexts such as socialization into higher-level jobs, and expatriation. The fourth section reviews process, methods, and measurement. The fifth section goes "beyond the organizational newcomer" to examine socialization in special contexts. The sixth section expands on practice-related issues and walks the reader through two case studies, one in an academic setting and another in a corporate setting. The final chapters provide a "best practices" approach, based on the highest quality research, summarize the state of the field, and offer an agenda for future research as well as suggestions for potential research-practice partnerships. Buy Now
Dispute Resolution: Negotiation Mediation & Other Processes, provides overviews, critical examinations and analyses of the application of ADR s three main processes for settling legal disputes without litigation — negotiation, mediation, and arbitration — as well as the issues raised as these processes are combined, modified and applied. Using classic and contemporary simulations and questions, it allows students to evaluate, critique and practice the various dispute resolution techniques in use today. The Sixth Edition (to be released on June 18, 2012) has been updated to reflect recent developments in empirical mediation research, including latest research on what makes a mediator successful. It re-examines the law of arbitration in light of recent U.S. Supreme Court rulings and offers more practice-related issues, questions and exercises — including emerging processes such as mediation-arbitration and online dispute resolution. Buy Now
Harbinger Knowledge Products – mLearning
Date: Friday, May 11, 2012, 11:00 AM PT
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E-learning: Más soluciones, Menos costos, Más resultados
Date: Friday, May 11, 2012, 9:00am CT
Presenter: N/A Register now
Measuring the Impact of Training, Performance and Turnover
Date: Tuesday, May 15, 2012, 2:00 pm ET
Presenter: Jeff Higgins Register now
Social Learning Revolution
Date: Wednesday, May 16, 2012, 4:00am ET
Presenter: Jane Hart Register now
The Mining and Resources Accelerated Learning and Workforce Development Conference 2012
Date: May 15, 2012
Location: Australia Register now
Corporate University Xchange's Global Leadership Congress
Date: May 15-17, 2012
Location: Philadelphia, PA, USA Register now
Social Recruiting Strategies Conference
Date: May 22-25, 2012
Location: Chicago, IL, USA Register now
National Institute on the Assessment of Adult Learning
Date: June 6-8, 2012
Location: Atlantic City, NJ, USA Register now
2012 International Conference on Knowledge and Education Technology
Date: June 7-8, 2012
Location: Paris, France Register now
Leading Across Generations: Workforce Challenges and Opportunities
Date: June 13-15, 2012
Location: Berlin, Germany Register now
The Talent Management Summit
Date: June 14, 2012
Location: London, UK Register now
Date: June 19-21, 2012
Location: San Francisco, CA, USA Register now
“I’m grateful to be in this network. The calls I had with other members gave me the information I needed to move my project forward.”Annette RollsLeadership Development Program Designer, Boeing
“We were able to realize almost immediate value—in terms of definitively quantifiable savings—by implementing the concepts introduced during this [Art of Negotiation] program.”Ken MurphyEVP of Sales and Operations, Mattress Firm
“In my particular case, I certainly care about the HR functions, but that’s not why I wake up every day. I care about advancing the ball down the field with our people’s professional development skills and knowledge. You guys focus 100% on the learning piece, and that’s what I like.”Jim StewartCLO, Teradata