notes http://www.jmsresources.com/Insights/tabid/352/BlogId/10/Default.aspx en-GB jeremy@jmsresources.com mregan@reignindustries.com Mon, 06 Feb 2012 23:10:18 GMT Mon, 06 Feb 2012 23:10:18 GMT http://backend.userland.com/rss Blog RSS Generator Version 3.2.0.29758 Most of the time, if we are successful, we are creating 'new' ideas in ways that are deeply consistent with the very old. http://www.jmsresources.com/Insights/tabid/352/EntryID/63/Default.aspx jeremy@jmsresources.com http://www.jmsresources.com/Insights/tabid/352/EntryID/63/Default.aspx#Comments http://www.jmsresources.com/Default.aspx?tabid=352&EntryID=63 Wed, 01 Feb 2012 13:56:00 GMT 0 http://www.jmsresources.com/DesktopModules/Blog/Trackback.aspx?id=63 A method of professional development that acknowledges that the underlying, subconscious beliefs and habits that characterise and shape human professional behaviour and development are more powerful than the conscious, cognitive ones. It challenges the traditional theory that people change or improve professionally after deliberative, logical and conscious evaluation of choices and options. http://www.jmsresources.com/Insights/tabid/352/EntryID/62/Default.aspx jeremy@jmsresources.com http://www.jmsresources.com/Insights/tabid/352/EntryID/62/Default.aspx#Comments http://www.jmsresources.com/Default.aspx?tabid=352&EntryID=62 Fri, 24 Jun 2011 09:07:00 GMT 0 http://www.jmsresources.com/DesktopModules/Blog/Trackback.aspx?id=62 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. http://www.jmsresources.com/Insights/tabid/352/EntryID/61/Default.aspx jeremy@jmsresources.com http://www.jmsresources.com/Insights/tabid/352/EntryID/61/Default.aspx#Comments http://www.jmsresources.com/Default.aspx?tabid=352&EntryID=61 Mon, 28 Feb 2011 13:38:00 GMT 0 http://www.jmsresources.com/DesktopModules/Blog/Trackback.aspx?id=61 This is where, when faced with an ethical dilemma, we do something different to what we know we should do. http://www.jmsresources.com/Insights/tabid/352/EntryID/60/Default.aspx jeremy@jmsresources.com http://www.jmsresources.com/Insights/tabid/352/EntryID/60/Default.aspx#Comments http://www.jmsresources.com/Default.aspx?tabid=352&EntryID=60 Thu, 17 Feb 2011 14:59:00 GMT 0 http://www.jmsresources.com/DesktopModules/Blog/Trackback.aspx?id=60 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 http://www.jmsresources.com/Insights/tabid/352/EntryID/59/Default.aspx jeremy@jmsresources.com http://www.jmsresources.com/Insights/tabid/352/EntryID/59/Default.aspx#Comments http://www.jmsresources.com/Default.aspx?tabid=352&EntryID=59 Wed, 02 Feb 2011 12:27:00 GMT 0 http://www.jmsresources.com/DesktopModules/Blog/Trackback.aspx?id=59 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. http://www.jmsresources.com/Insights/tabid/352/EntryID/58/Default.aspx jeremy@jmsresources.com http://www.jmsresources.com/Insights/tabid/352/EntryID/58/Default.aspx#Comments http://www.jmsresources.com/Default.aspx?tabid=352&EntryID=58 Mon, 31 Jan 2011 10:35:00 GMT 0 http://www.jmsresources.com/DesktopModules/Blog/Trackback.aspx?id=58 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. http://www.jmsresources.com/Insights/tabid/352/EntryID/57/Default.aspx jeremy@jmsresources.com http://www.jmsresources.com/Insights/tabid/352/EntryID/57/Default.aspx#Comments http://www.jmsresources.com/Default.aspx?tabid=352&EntryID=57 Mon, 31 Jan 2011 10:29:00 GMT 0 http://www.jmsresources.com/DesktopModules/Blog/Trackback.aspx?id=57 Information that arises seemingly out of nowhere and is of value precisely because that is where it has come from. http://www.jmsresources.com/Insights/tabid/352/EntryID/55/Default.aspx jeremy@jmsresources.com http://www.jmsresources.com/Insights/tabid/352/EntryID/55/Default.aspx#Comments http://www.jmsresources.com/Default.aspx?tabid=352&EntryID=55 Sat, 29 Jan 2011 12:40:00 GMT 0 http://www.jmsresources.com/DesktopModules/Blog/Trackback.aspx?id=55 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. http://www.jmsresources.com/Insights/tabid/352/EntryID/54/Default.aspx jeremy@jmsresources.com http://www.jmsresources.com/Insights/tabid/352/EntryID/54/Default.aspx#Comments http://www.jmsresources.com/Default.aspx?tabid=352&EntryID=54 Sat, 29 Jan 2011 12:39:00 GMT 0 http://www.jmsresources.com/DesktopModules/Blog/Trackback.aspx?id=54 The better the human connections in an organisation, the greater the ability to find superior solutions and maintain competitve advantage. http://www.jmsresources.com/Insights/tabid/352/EntryID/50/Default.aspx jeremy@jmsresources.com http://www.jmsresources.com/Insights/tabid/352/EntryID/50/Default.aspx#Comments http://www.jmsresources.com/Default.aspx?tabid=352&EntryID=50 Fri, 14 Jan 2011 10:17:00 GMT 0 http://www.jmsresources.com/DesktopModules/Blog/Trackback.aspx?id=50