The psychology of change management - McKinsey Quarterly - Organization - Change Management

Companies can transform the attitudes and behavior of their employees by applying psychological breakthroughs that explain why people think and act as they do. Over the past 15 or so years, programs to improve corporate organizational performance have become increasingly common. Yet they are notoriously difficult to carry out. Success depends on persuading hundreds or thousands of groups and individuals to change the way they work, a transformation people will accept only if they can be persuaded to think differently about their jobs. In effect, CEOs must alter the mind-sets of their employees—no easy task.

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Can't Change Your Leader? Change How You Follow - Li Xin Bai - The Conversation - Harvard Business Review

Consider the following findings from the Hay Group: 1. Research conducted worldwide shows that leadership contributes to 70% of corporate atmosphere, while corporate atmosphere contributes to 30% of corporate performance. Therefore, leadership can exert direct influence on 21% of corporate performance. 2. In Chinese companies, 19.1% of the managers are found to be high-performance leaders, 9.8% inspiring leaders, 13.4% leaders who create no obvious value, and 57.7% leaders who actually discourage their employees. That is to say, 70% of the managers either don't help or discourage their people. The first conclusion reinforces that leadership does have a significant impact on organizational performance. But the second conclusion tells us that leadership development in Chinese companies really has a long way to go.

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From noticing to insight | Game-Changer - Jorge Barba

There are a lot of ways to have insights, from quieting your mind to cultivating happiness all around you. Yet it doesn’t stop there, these are conditions that contribute to having insights. But what about active insight recognition? That’s where observation comes in. Engaging one’s attention, not just seeing, contributes to the ability to make distinctions and then wondering why those distinctions exist.

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All Memory Loss Is Due to Brain Abnormalities - Rachel Howell Stockton, FoodConsumer.org

A new study claims that mild to moderate memory loss, or mental decline, in adulthood can be attributed to abnormal brain lesions associated with Alzheimer’s. In other words, a decrease in mental acuity may not be a result of mere aging. The research was led by Robert S. Wilson, senior neuropsychologist at the Rush Alzheimer’s Center at Rush University Medical Center. The 16 year study focused on a group of 354 catholic nuns, priests and brothers; over the course of the study, the participants were regularly checked for mental acuity up to 14 times before they died. Specifically, they were checked in the following areas: verbal fluency, perceptual speed and IQ. Additional three “types” of memory were assessed:

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Helping As A Leadership Role - Edgar Schein, MIT School of Management

Leaders are increasingly finding themselves in situations where they need help from subordinates, and in which subordinates are asking for help in areas where leaders are not experts. To manage either situation effectively, a leader will have to develop a degree of humility and specific process skills. Readers will learn how to achieve those difficult goals in this article by the dean of organizational behaviour.

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