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By Aliah D. Wright in SHRM MSLOC alumnus, Judah Kurtz, is quoted in this article. Embrace the Inevitable For any of this to work, companies are going to have to take a leap of faith and embrace working in new ways. "To communicate more extensively and effectively, embracing technology inside the enterprise to leverage that is going to become that much more essential," said Judah Kurtz, senior manager of the talent solutions practice and an executive coach in the executive coaching practice at BPI group in Chicago. "If you can understand the knowledge and expertise of people throughout the organization … [they] are the ones who are going to be able to share information and documents and best practices and data or whatever ends up becoming an opportunity for us to have this back-and-forth dialogue," he said. Experts say that's when the real benefits begin.

By Luis Suarez February 21, 2014 in CMS Wire Here we are, 2014 and still wondering what the future of collaboration is - as if we didn't know already. Despite all efforts to trump it or get rid of it altogether in favor of other noble concepts like cooperation, the hard truth is that collaboration has always been here. And it will continue to be here for many years to come. It's a human trait. It's our capability of getting work done together. Effectively. So why is it that even today we are still questioning its inherent value within the business world? Is it because of technology? Or certain business processes? Maybe it's the people after all? In reality, it's none of these. It's because of Human Resources and its inability to get it right by empowering knowledge workers to excel at what they already do: collaborate sharing their knowledge more openly and transparently.

March 2, 2014 Shared by Keeley Sorokti, MSLOC alumna "Over the last few years, there has been an enormous amount of industry discussion about how the digital world is changing the way we work. To any reasonable observer, the ways that we communicate, interact, and collaborate with each other are all in the midst of profound change. At least the why seems fairly clear. At at high level, there appear to be three major root causes for why collaboration - the very core of how people come together and function as a business - is in the midst of reinvention: Hierarchical management styles break down in the face of the inherent complexity and scale of the modern business environment. New digital tools have put us in constant and direct contact with nearly every person in the developed world at virtually no cost or effort. Thus businesses are now primarily subject to the power laws of networks, rather than the legacy rules of business. There has been a sustained shift in the power of creation, as the edges of our organizations and marketplaces now have readily in hand as much - and often more - productive power and reach than our institutions. The obvious cause is today's pervasive global platforms for self-expression (yes, by this I largely mean social media, but also all forms of digital connectedness.)"

Shared by Kim Bayma, MSLOC Student, on Twitter "The ranks of businesses that are certified B Corps are growing quickly. In 2012, when B Lab released its first annual "Best Businesses for the World" list, there were already more than 500 firms that had committed to meeting the nonprofit certifying organization's high social and environmental performance, accountability, and transparency standards. By 2013, about 650 companies had achieved B Corp status, including well-known brands like Patagonia and Ben & Jerry's. This year has seen even bigger growth, with a total of 970 companies across 60 industries in 32 countries committed to one goal: Redefining business "success" as being about more than just about making the biggest profit."

Purposeful organization through social technology Shared by Jessica Catz, MSLOC alum via Twitter on January 7, 2014

Shared by Ryan Smerek, MSLOC Faculty "Public policy expert Anne-Marie Slaughter made waves with her 2012 article, "Why women still can't have it all." But really, is this only a question for women? Here Slaughter expands her ideas and explains why shifts in work culture, public policy and social mores can lead to more equality - for men, women, all of us. "

Author: Matt Palmquist April 9, 2014 Shared by: Andee Weinfurter, MSLOC student Bottom Line: Companies gain a competitive advantage when different divisions, such as sales and marketing, share non-quantifiable information. But to support the flow of this all-important tacit knowledge, managers must encourage social ties and cross-functional relationships.

By Bea La O', MSLOC 2014 Capstone Research "This study seeks to understand how managers make strategic decisions through the lens of three approaches proffered by Mintzberg and Westley (2001): "think-first," procedural rationality, "see-first," insight and intuition, and "do-first," sensemaking. Through interviews with six leaders on strategic decision issues that range from changing the growth strategy of a large healthcare firm to redefining the talent management framework of a large quick service restaurant company, the study finds managers switch between the three approaches over the course of considering a decision issue. It also finds managers manage the inherent tension between "thinking-first," "seeing-first," and "doing-first," and socialize decision issues with stakeholders using "think-first," procedural rationality, and "do-first," sensemaking. "

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Written by Peggy Troyer, MSLOC Alumna March 18, 2014 "One of my responsibilities, as my company's Human Resource Partner, is to help managers make the right decisions on how they should reward their employees during our annual compensation review cycle. Over the years, a common assumption my managers may come to me for advice is, "How could anyone stay motivated to work if I don't give them a raise? Everyone must get something or they will surely leave." Is there more to a job than just money? Lately the people who have been awarded 5-8% pay increases have been the ones to leave our organization. In one recent exit interview, a high-performing employee said, "For some reason, I get paid exceedingly well for what I do, and though it was nice, I just didn't understand why the company won't use the money to hire more help." Interestingly, why do people still make the decision to stay with an organization after receiving no increase, while others leave after receiving an 11% increase in compensation and rave reviews?"

Practical Issues for Organizations: An Open Online Seminar Fall 2013 Facilitators: Jeff Merrell, MSLOC & Kimberly Scott, PhD

Author: Susan Scrupski Shared by: Jeff Merrell, MSLOC Faculty April 24, 2014 My friends and colleagues at Change Agents Worldwide are kicking off a "blog carousel" to address all these reasons why organizations can't change. This list was carefully compiled by a Product Engineer of the Milwaukee Gear Company in 1959. These objections still live on today in memos, meetings, analysis decks, and teleconference calls over a half-century later.

April 2014 Blog post by Swati Sarupria, MSLOC Alumna on Sandy Schwan's Evolving Strategies blog. "Values are enduring patterns of belief that we, as individuals, consider to be fundamentally important in our personal lives. They consciously or unconsciously guide our thoughts and actions. The alignment of values also forms the basis on which a group of people might flock together - like runners running for a common cause, or activists rallying against an unfavorable policy. Values influence who we get close to and forge stronger friendships with. In some ways, values help define our individuality. However, are values really only relevant to our personal lives? How many of us pay attention to values in the context of our jobs and organizations?"

Author: Susan Adams Date: 9/16/2014 Shared by: Andee Weinfurter

Author: Shane Parrish March 24, 2014 Shared by Teresa Torres, MSLOC Student How we experience the world may be as important as, or more important than the hard, objective facts about the world. This is especially true for the specific set of problems where past data or scenarios no longer seem relevant.