Fear is an emotion, a type of energy we all have available to us to help protect us against threats and danger. Thus the emotion of fear can be quite useful, unless of course it is the only or predominate energy that animates us. A fearful person—one largely motivated by it—will likely see danger and threats to him/her self everywhere and in most every other person. Moreover, when every other person is a potential threat to ones’ success toward fulfilling one’s goal in life, then fear of others—especially those not like oneself—inevitably emerges. Continue reading
A recent HBR article (Why companies are so bad at treating employees like people) by Herminia Ibarra speaks to the need to re-invent the workplace if there is to be human development at work. As Ibarra characterizes it, this re-invention requires “reimagining complex organizations so that they are more human and agile.” The implication seems to be that making organizations more human and agile involves solving the “thorny problem of developing people.” Continue reading
We blame corporations for contributing to climate change and governments for not taking action against the threats to sustainability and our very (continued) existence. But it is not our corporations or governments that exploit both people and Nature in pursuit of ever increasing profit and growth. Continue reading
Let’s imagine that we surveyed people asking them whether they are in favor of quality. What would we likely find? There is little doubt that overwhelmingly their response would be yes. What does this mean, what does this imply? Continue reading
The balance of work and life is something many of us are concerned about and struggle with. That is we are concerned about the amount of time (and attention) that work demands from us in our life. Though several tactics have been offered these tend to make the conflict between work and life tolerable they don’t dissolve the conflict.
So let’s give this—the whole idea of work and life being in balance—a bit more critical thought. Continue reading
When do managers talk about improvement and development with those they manage? In most cases it is when managers are required to do so, during the organization’s annual performance appraisal time period. In three previous posts (Replace performance reviews with leadership for quality; Facilitate performance, don’t appraise it; Performance appraisal: A pathway to mistrust) performance appraisal was discussed but since the practice is still very popular another appraisal of it is in order. Continue reading