Soft skills also called people or management skills get increasingly important in our 21st knowledge economy. In contrast to many hard skills, management skills cannot be substituted by technologies such as Artificial Intelligence and search engines. This is reflected in an ever growing demand for online and face to face management training programs. As a result, hundreds of millions of Euros are invested in management training activities every year. However, only a small fraction of the training content is transfered back on the job (Griffin, 2011) or adds value to the training participants. Drawing and theory and science, we derive six criteria you should look for when selecting a good management training program.
Is it time to reorient your organization’s outlook? Are you company’s goals too short-term and reactive, rather than far-reaching and proactive? Does it feel as though people are always scrambling to deal with emergencies and “put out fires”, when ideally your organization would be taking carefully planned steps?
Life as a working professional involves taking risks, enduring frustrations, and recuperating in the face of failure. However, not all people are born with a high level of emotional resilience, nor is everyone given the training and support to develop it later in life. As a manager, however, you can take individual and organization-wide steps to foster employee resilience. While some individual employees will always be more naturally resilient than others, with proper supports in place your entire team can be resistant to set backs, and motivated in the face of challenge and change.
For leaders to improve organizational communication, changing the culture is one place to start. Increasing psychological safety is one of the more important elements to focus on in a culture change initiative. In addition to culture change, coaching employees to communicate will also help encourage communication.
This CQ Dossier describes how organizational culture effects communication in the workplace alongside the internal belief systems of employees. Cultural variables and their impact on workplace communication are presented.
A well-developed, well-run organization helps its employees to thrive. Under supportive, skilled management, individuals feel secure, trust that their organization values them, and feel liberated to raise concerns and propose new solutions to existing problems. A warm, relaxed, but stimulating professional climate tends to encourage innovative thinking as a result.
Einer der wichtigsten organisatorischen Aspekte in Unternehmen ist, dass das Management und das Personal das Gefühl vermittelt bekommen, Risiken eingehen zu können. Das Konzept der Psychologischen Sicherheit ist der Glaube daran, dass ein Team interpersonelle Risiken eingehen kann, ohne negative Konsequenzen für ihre Karriere fürchten zu müssen (Kahn, 1990). Teammitglieder, die sich von ihrem Team akzeptiert fühlen, verspüren psychologische Sicherheit. Neuste Forschungsergebnisse zeigen, dass die Psychologische Sicherheit ein wichtiger Faktor für einen effizienten Arbeitsplatz ist (Edmondson & Lei, 2014).
High-Reliability-Organisationen (HROs) schaffen es in einem schwierigen Umfeld über einen langen Zeitraum herausragende Leistungen zu erbringen. Lernen nach dem "Trial-and-Error-Prinzip" ist für HROs keine Option, da Fehler unvorhersehbare und schwerwiegende Konsequenzen haben können. Trotzdem schaffen es HROs sich schnell an neue Rahmenbedingungen anzupassen und innovative Lösungen für komplexe Probleme zu entwickeln (Bierly et al. 2008). Als Manager aus dem privaten und öffentlichen Bereich haben wir uns vor diesem Hintergrund die Frage gestellt, was wir von HROs lernen können. Dies war der Startpunkt einen Blick auf aktuelle wissenschaftliche Erkenntnisse über HROs zu werfen. Darauf aufbauend haben wir fünf evidenzbasierte Praktiken abgeleitet, die wir euch in diesem Artikel vorstellen.
High Reliability Organizations, also called HROs, manage to consistently deliver high performance over a long period of time in an extremely challenging environment. Learning the hard way is no option for HROs as they operate in areas where any mistake can have severe consequences. On top of this HROs manage to quickly adapt to changing circumstances and come up with innovative solutions to complex problems (Bierly et al. 2008). As managers from the private and public sector we were wondering what lessons we could learn from HROs. Starting from here, we had a look at research and theory behind HROs and derived five evidence-based practices you can implement in your organization.
One of the most important aspects of organizational life is that management and staff feel secure in taking risks. The concept of psychological safety is the belief that a team is safe to take interpersonal risks without negative consequences for their career (Kahn, 1990). Team members who feel accepted within their teams experience psychological safety. Recent research on psychological safety show that it is an important factor for workplace effectiveness (Edmondson & Lei, 2014).