If you’re new here, start with the cornerstone pieces and work outwards.
Organisational change and the art of crocodile management, Part One
Lest anyone think I’ve taken leave of my senses, what I’m calling “crocodile management” has a well-established basis in neuroscience. Let me explain. Organisational change may often be in dynamic interplay with organisational conservation; think small innovations...
Egos and collaboration: Building Effective Teams, Part Three
Last time, we concluded with the core finding from the Haas Business School study: power can be beneficial for individual performances but can sabotage team performances. That’s quite a paradox for leaders, who want their teams to be as effective as possible as...
Egos and collaboration: Building Effective Teams, Part Two
The Hass Business School study I referred to last time ingeniously studied the relationships between high-powered individuals and team cohesion, creativity and collaboration. And in each of these areas, findings were pretty unambiguous: teams composed of high-powered...
Egos and collaboration: Building Effective Teams, Part One
What’s the relationship between high-powered individuals and building effective teams? New research from the Haas School of Business at the University of California suggests that it’s more intricate than many people might assume. To explore the issue, let me take you...
Team building and sustaining trust in times of change
There is widespread agreement that the art of building effective teams involves being clear about collective and individual objectives. What happens to sustaining and building effective teams in times of anxiety-inducing change when mergers, new roles, new processes...
Good questions create better worlds (Part 2)
Carrying on our focus on Appreciative Inquiry and the use of good questions, here we will consign a few more well-intentioned but counter-productive questions to the bin marked ‘never to be asked’. Bad question #3: Have you thought of doing it this way? This sounds...
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