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Emanuele Quintarelli

Emanuele Quintarelli's Public Library

Feb 06, 16

"Modern Workplace Learning: a resource book for L&D"

  • The way we work is limiting our collective creativity and capability, not unleashing our full potential and the potential of those around us.
  • ndividual organizations aren’t broken, the reality of work is.
  • FIVE CONFLICTS that define the shattered reality of work today.

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Jan 06, 16

"Once we’re no longer conflating the idea of “work” with that of “employment,” we are free to create value in ways unrecognized by the current growth-based market economy."

  • The way we view work life is influenced by the way we view the world.
  • In the present competitive view of the world, we often think that the most capable are those who are the most competitive, and accordingly that competition creates and secures capability and long-term viability in the world (of work).
  • what if high performance is incorrectly attributed to competition and is more a result of diversity, self-organizing communication and non-competitive processes of cooperation?

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Jan 02, 16

"you need to hire more purpose-oriented workers if you want to build a high-performing workforce that can drive corporate success over the long haul."

  • we have to recognize that there are two workforces and not lump them together.
  • work as being about relationships, making a meaningful impact and personal growth.
  • We found that purpose-oriented workers scored higher on performance reviews

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  • Open allocation is one theory that answers one of the most crucial questions for any company
  • how to innovate and make that innovation repeatable.
  • 62% of corporate executives report manipulating company structure to drive innovation efforts

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  • David Rock, founder of the NeuroLeadership Institute, has identified relatedness feelings of trust, connection, and belonging—as one of the five primary categories of social pleasures and pains (along with status, certainty, autonomy, and fairness).
  • the feeling of working together has indeed been shown to predict greater motivation, particularly intrinsic motivation, that magical elixir of interest, enjoyment, and engagement that brings with it the very best performance.
  • While we may have team goals and team meetings and be judged according to our team performance, very few of us actually do our work in teams

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Dec 28, 15

"To manage social distance effectively and maximize the talents and engagement of team members, leaders must stay attentive to all five of the SPLIT dimensions. Decisions about structure create opportunities for good process, which can mitigate difficulties caused by language differences and identity issues. If leaders act on these fronts, while marshaling technology to improve communication among geographically dispersed colleagues, social distance is sure to shrink, not expand."

  • when team members come from different countries and functional backgrounds and are working in different locations, communication can rapidly deteriorate, misunderstanding can ensue, and cooperation can degenerate into distrust.
  • Coworkers who are geographically separated, however, can’t easily connect and align, so they experience high levels of social distance and struggle to develop effective interactions. Mitigating social distance therefore becomes the primary management challenge for the global team leader.
  • tested a framework for identifying and successfully managing social distance. It is called the SPLIT framework, reflecting its five components: structure, process, language, identity, and technology—each of which can be a source of social distance

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Dec 28, 15

"Companies who have replaced ratings tend to be anxious about it beforehand and enthusiastic about it afterward. Their employees are happier, which encourages more engagement and better performance. It should be no surprise that treating an employee like a human being and not a number is a better approach. Yet it has taken a few bold companies to lead the way and show us that life is better on the other side. Only time will tell how lasting the trend truly is, but I strongly suspect we are at the beginning of something big."

  • The idea of removing ratings drives many HR executives a little crazy because companies love to quantify and analyze almost everything.
  • The thought of getting rid of a metric is almost heretical
  • Yet in mid-2015, the trend started to accelerate. Consulting firms Deloitte and Accenture, global health services client Cigna, and even GE—the company who popularized the idea of forcing people into a performance curve—all announced changes to their performance management systems. By September 2015, 51 large firms were moving to a no-ratings systems. According to research firm Bersin by Deloitte, around 70% of companies are now reconsidering their performance management strategy.

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