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'Human Resources' or 'Human Equity'? |
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By Jeremy Sweeney on
28/02/2011 14:38
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The term 'Human Resources' says all the wrong things about working with people; and words are powerful in shaping beliefs and attitudes. Is 'Human Equity' a sensible replacement? It seems to be a closer reflection of what many in progressive HR are trying to achieve.
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HR 2.0 |
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By Jeremy Sweeney on
02/02/2011 13:27
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HR 2.0 is a phrase for the next evolution of working with people in organisations - Where high touch activities dominate and the term 'Human Resources' is no longer used
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Subjective Management and Leadership |
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By Jeremy Sweeney on
31/01/2011 11:35
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This is the process of trusting that who we are and what we know is enough to make good decisions and lead well. 'How to' books only confuse and dilute.
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Random Specific Decisions |
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By Jeremy Sweeney on
31/01/2011 11:29
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Not knowing what you will do in the future until you get there. We 'plan' to convince ourselves we are in control and know what will happen in the future. In fact, we mainly get there and then decide more or less on the spot.
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Left Field Thinking |
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By Jeremy Sweeney on
29/01/2011 13:40
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Information that arises seemingly out of nowhere and is of value precisely because that is where it has come from.
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‘The Abilene Paradox’ or False Expectation Fulfilment |
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By Jeremy Sweeney on
29/01/2011 13:39
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People often say and do what they think other people want them to say and do, rather than what they actually would like to say and do. A limiting factor when an organisation is trying to learn from its people how to solve problems or create fresh ideas.
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Connective Intelligence |
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By Jeremy Sweeney on
14/01/2011 11:17
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The better the human connections in an organisation, the greater the ability to find superior solutions and maintain competitve advantage.
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'Potato Theory' |
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By Jeremy Sweeney on
28/09/2010 13:35
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Providing more than is expected, or asked for, creates cohesive forces in human relationships.
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Complexity, Simplicity and Trust |
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By Jeremy Sweeney on
29/06/2009 21:11
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Most organisations value the ability to create and manage complexity. Most customers and staff value simplicity. Simplicity requires trust.
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Change |
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By Jeremy Sweeney on
27/05/2009 10:37
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Knowing what must not change in any given transition is as important as knowing what must.
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Why 'One Size Fits All' Solutions Are Attractive, But Flawed |
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By Jeremy Sweeney on
23/04/2008 19:20
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Many of the coaching 'methodologies', or 'techniques' are based on the proposition that they can solve many, if not all, of the multitude of problems challenging individuals and groups of people in organisations. In truth, the reverse is true.
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'Integrated Coaching' |
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By Jeremy Sweeney on
20/01/2008 18:09
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Integrated Coaching is coaching that works equally with the personal and professional influences on performance - because who we are is how we work, and challenges are always personal as well as professional.
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The 'Inside Out' Organisation |
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By Jeremy Sweeney on
01/01/2008 11:02
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Those that communicate who they actually are, rather than trying to become and then communicate what they think consumers and stakeholders want them to be, are 'Inside Out' organisations, because that is the direction from which they work.
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Information vs Wisdom |
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By Jeremy Sweeney on
09/08/2007 21:06
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Leadership development stubbornly remains more 'dark art' than business science.
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Timing Creates Conflict |
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By Jeremy Sweeney on
26/07/2007 09:28
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Conflicts of timing are at the bottom of many conflicts that can seem to be about other things.
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The 'Why of Work' |
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By Jeremy Sweeney on
23/07/2007 12:19
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Paying the bills is only part of what we can get out of work.
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Camp Fires or Brick Walls? |
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By Jeremy Sweeney on
10/07/2007 14:26
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Experience of an organisation can be intuitiuvely understood in terms of whether it fosters a feeling of 'camp fires' or brick wall's. One fosters connection and warmth, and the other rigidity and authoritian inflexibility. Most people like campfires, few like brick walls.
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