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MSLOC Northwestern University

Transition Experiences of Executive Women and Implications for Coaching :: Ma... - 0 views

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    By Jeanne Ebersole, MSLOC 2012 Few women hold roles at the top levels of organizations and of those who do, many have reported their intent to leave within five years. This study investigates the transition experiences of executive women who have opted out. It explores the genesis of their desire to opt-out, the support they received and would have liked to receive as well as the role of coaching in the process. Participants reported experiencing a distinct transition process with identifiable phases and that coaching would be useful in the transition.
Kimberly Scott

Quarter of Employees Gain from Change Management Intiatives - Towers Watson - 0 views

  • “The organizations that are able to sustain change over time are those that focus on the fundamentals that we know drive successful change: communication, training, leadership engagement and measurement. And despite nearly uniform acceptance that these are the key drivers of change, the companies that aren’t good at them aren’t getting any better.”
  • nearly nine out of 10 respondents (87%) train their managers to manage change. However, less than one-fourth of all respondents (22%) report their training is effective.
  • The 2013 Towers Watson Change and Communication ROI Survey was conducted in June 2013. A total of 276 large and midsize organizations from across North America, Europe and Asia participated.
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    Results from 2013 survey of change management success, reasons for failure.
Kimberly Scott

You're Distracted. This Professor Can Help. - Technology - The Chronicle of Higher Educ... - 0 views

  • Last year he and a team of colleagues reported the results of a National Science Foundation-backed experiment that combined meditation with multitasking. The subjects were human-resource managers. Some got meditation training, and others did not. They were then asked to complete tasks, such as scheduling a meeting, amid a barrage of interruptions from e-mail, instant messages, phone calls, and knocks on the door.
  • The results: Those who had received meditation training were less fragmented in their work, switching tasks less frequently and spending more time on each one. They also showed less stress and better memory. The
  • Ulrich Mayr, a professor of psychology at the University of Oregon, studies multitasking. When Stanford convened a conference on that subject in 2009, he emphasized that "multitasking is actually rapid task switching, since the human brain does just one thing at a time."
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  • To understand the ideas, students need to link them to things they already know, creating a network of associations that Mr. Mayr describes as "a rich knowledge structure." That happens only if they pay attention and think about the lesson.
  • All content in long-term memory is represented in two ways: "as a sense of familiarity on the one hand, and whether or not you truly understand it."
  • People often mistake familiarity for understanding. They open the textbook after getting home from a lecture, and they recognize the material. They think: I get this. Then they take a test—and bomb it.
  • Mr. Nass, of Stanford, has found that people who chronically multitask are less able to focus and worse at managing working memory. They're also worse at switching between tasks.
  • Supertaskers"—a tiny sliver of humanity who multitask with ease—as well as a report from that 2009 multitasking seminar at Stanford.
  • Information and Contemplation: a Reading List A selection of readings from a course taught by David M. Levy at the University of Washington
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    Using meditation in the classroom to improve focus. Summarizes research on multi-tasking with technology. Includes reading recommendations.
MSLOC Northwestern University

2013 Culture and Change Management Survey | Booz & Company - 0 views

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    Shared by Maggie Lewis, MSLOC Instructor and Alumna "Culture is critically important to business success around the world. That was the response from an overwhelming 84 percent of the more than 2,200 participants in our 2013 Culture and Change Management Survey. The survey, conducted by the Katzenbach Center at Booz & Company, was undertaken to better understand global perceptions of culture, its impact on change, and the main barriers to successful, sustainable transformation. In addition to culture's critical role in the overall success of an organization, survey responses suggest strong correlations between the success of change programs and whether culture was leveraged in the change process. Our findings point to using a holistic, culture-oriented approach to change for the best results. Despite its critical role, however, there is a disparity between the way culture is seen by companies and the way it is treated. Less than half of participants report that their companies effectively manage culture, and more than half say a major culture overhaul is needed. How can companies close this gap, and begin to effectively leverage the power of culture to achieve more sustainable transformations?"
MSLOC Northwestern University

How to Run Learning Like a Business | Chief Learning Officer - 0 views

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    Written by MSLOC alumna Tracey Wik May 28, 2014 Using the language of business - standardized processes, measures and reporting - will go a long way to transform management of learning functions.
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