Monthly Archives: August 2013

Left-Brain, Right-Brain – Actually, It’s Both

The left-brain right-brain metaphor is by far one of the most pervasive and persistent pop-psychology concepts to enter the workplace. The basic premise of the theory is that the two sides of the human brain control different types of thinking, and that every person has a dominant side that determines their personality and cognitive style. In the theory, people who are ‘right-brained’ are said to be intuitive, creative, visual and… Read Article →

A Skeptical Look at Hot-Desking and the Open Plan Office

One of the major trends in workplace design in recent years has been the idea of ‘Activity Based Working’ (ABW). At it’s most basic, ABW can be thought of as an evolution of the hot-desking phenomenon, whereby multiple workers share their physical workstations, checking-in and out as required. Unlike hot-desking, however, ABW goes a step further than just shared desks, moving towards the idea of shared ‘spaces.’ The basic philosophy behind… Read Article →

Recruitment Methods Impact Candidate Quality

Note: This post was originally published as part of the Deloitte Australia Diversity and Inclusion monthly newsletter, and can be accessed here Attracting the best talent during recruitment is a highly competitive endeavour, with organisations investing a lot of time and effort to differentiate themselves from their competitors as an employer of choice in the labour market. This research conducted by Assistant Professor Saartje Cromheecke, Assistant Professor Greet Van Hoye… Read Article →

What Makes an Effective Change Manager?

On a few recent occasions I’ve fielded questions from colleagues and clients regarding frameworks for thinking about change management competency in leaders. In my reading around this topic, I’ve come across a couple of articles by Malcolm Higgs and Deborah Rowland that present a different, but rather compelling way of conceptualising which competencies are most important.

The Importance of Autonomy to Management of Outcomes

Recently I have been completed a couple of pieces of work that involved research into flexible working and telework. One of the key barriers to success I have continued to find both in research and in practice is the reluctance of managers to shift from “presence based management” to “outcome, or results-based management”. That is, managers are often reluctant to surrender control to employees to let them manage and be… Read Article →