Organizations and people typically do not fail because of missing ideas, but because of how they deal with ideas. Managers need to focus their energy on new directions and to generate people's motivation for the new situation. In doing so, they often become drivers rather than coaches. The same thing happens to negotiators in discussions with suppliers or customers. We bring our requests or final solutions to the meeting instead of methods for analyzing and discussing the situation and possibilities together.
Most people know that real cooperation within and between organizations is fundamentally different. Yet, we still often do the opposite of what we should do to achieve it. We are driven by fundamental social-psychological mechanisms. How to achieve better results, agility, and change is widely known. It is important to bring some things into our consciousness and then consciously convert them into action. These 7 principles can guide you:
This year's workplace trends are characterized by the "new normal" of a virtual and hybrid business environment and emotional and structural consequences of remote working. Employee attraction, employee loyalty, and employee-centered, integrative working conditions are key topics for initiatives of executives and HR business partners. Take a minute and check out the top 10 trends and the results of the SIOP study yourself.
Do you know that? Someone's behavior surprises or bothers us. And we know immediately where it comes from. The other's personality is the reason. Stop! Is it really true? Often, situation, circumstances, daily form, or simply luck are much better explanations for the behavior of the other. Our brain ist thinking fast and makes its judgment quickly. In this case, the so-called fundamental attribution error - one of the most common fallacies in human thinking. We tend to overestimate the influence of the person and underestimate the situation. There are 3 good strategies to avoid it:
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