In the wake of the #MeToo Movement, more and more industries are grappling with the fact that sexual harassment is both a widespread and under-reported phenomenon (Khomami, 2017; Jagsi, 2018). Numerous victims, of a variety of genders, have suffered in silence for years while supervisors and colleagues subjected them to unwanted sexual attention. Now, suddenly, accusations are being made public, and victims are being met with greater public understanding and empathy.
For the past few decades, psychological researchers have been aware of a phenomenon called ego depletion: the wearing down of willpower and self-control. The most common understanding of the subject holds that willpower is a finite resource, which can be used up or exhausted over the course of a single day (Baumeister et al, 1998). This has been supported by research showing that when a person is asked to exert a ton of willpower (for example, by ignoring loud noises to complete a difficult task), they make more impulsive decisions afterward.
Now more than ever, companies are relying on digital services like social media and blogs to conduct business and engage in customer service. With networking services like LinkedIn and Twitter as microblogging, even employees and potential employees are expected to have some digital presence to help them simultaneously stand out as unique while also promoting the company. But more importantly, according to a 2018 report from the Pew Research Center, around 70% of Americans use social media on a regular basis (A. Smith & Anderson, 2018), a resource, which, if targeted correctly, can be a boon for companies to find new consumers while also strengthening current relationships. This blog post provides you with evidence-based practices from social science on how to manage paracrisis in the digital age.
Here at CQ Net, we support managers and professionals to develop their employees, teams and organizations with evidence-based practices to the next performance level. This approach is based on the assumption that learning and development (L&D) is a key leadership responsibility. This is in contrast to the mainstream understanding of L&D which is mainly seen as a responsibility of the human resource (HR) department or external organizational development consultants. Taking this into consideration the question arises how managers and professionals can get into the driver seat when it comes to L&D. We collected a set of interventions that will help you to strengthen your and your organization’s L&D competencies.
High quality knowledge is one of the most important assets for managers and professionals nowadays. You and your organization can only be successful when decisions are taken based on a wide range of evidence, including the most recent insights from research and science. This approach is called Evidence-based Management (EBM or EBMgt) and has its origin in the healthcare sector which started some time ago with taking decisions by drawing on evidence rather than opinion. However, when you start to gather information to solve a business problem from outside your organization you'll mostly rely on two different sources.
The social sciences are, by design, intended to provide grounded, meaningful information and recommendations for various aspects of human life – from education, to criminal justice, to management, and many more. Yet for many years, social science research has yielded findings that are very limited in their relevance and applicability (Bornman, 2013). Small experimental studies and surveys, typically conducted on college students, cannot consistently tell us meaningful things about how people in the world-at-large think, behave, and feel. Furthermore, highly theoretical work that is conducted in a laboratory may not provide useful conclusions that extend to the office.
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.
As a manager, it is largely your responsibility to cultivate an environment where innovative ideas can be generated – and evaluated for their usefulness. Management decisions and policies can have a significant impact on how inhibited employees feel, and how free they are to express new ideas that are challenging and potentially valuable. A great deal of research exists today regarding how creativity and innovation can be boosted by management within an organization. In this Evidence-Based Learning Management Team (EBMLT), the latest research on the subject will be reviewed. Below is a broad introduction to some of the topics that will be covered.
Recently, there has been a trend among top-performing companies to reinvent their performance management systems. Organizations are discarding the traditional practice of evaluation through a system of training, promotion, and reward to a nimble system that works in the present moment (Buckingham & Goodall, 2015). These new systems focus on assessing future performance or potential rather than a focus on the past. This blog post will describe the latest innovations in performance management and their viability.
A while ago, I was talking to a friend who had a background in physics and told him I’d just received an MSc (Master of Science) in Psychology. He smirked slightly and I asked what he was smiling about? “Well, it’s not really a science though, is it,” he replied.