Job ID
1695715793
Duration
6694seconds
Summary
- Elliot Jacks came along and concluded that psychological analysis, human relations and psychotherapy were not the keys to organization effectiveness. He hypothesized that the organization was the key to Organization effectiveness. Jacks had a very, very high view of people. He believed that if you would put people in a supportive environment, all people would function well.
- 360 Tool has huge capacity when you integrate it, like Lucy mentioned. We're integrating the conversations to look at managers and look at leaders. What we're trying to do is achieve behavioral change. And we believe that having the aggregated information sometimes helps, but we have to facilitate those discussions.
- 360 is predominantly, I hate to say it because I am one an HR tool. One of the worst possible outcomes is when a manager is accused of being rough in a context of a business turnaround. The great benefit here is putting the auto context. On it and using it a more. Systemic way in the aggregate.
- IPC and temperament are absolutely fundamental in terms of really understanding what goes on in organizations. To ignore some of that does us a disservice. To pretend that there aren't some bad people out there is to ignore 20th century history.
- And the sensitivity to others, which John talked about earlier, to me, this is plus team. Any one of those drivers, in my experience, are hugely predictive. And if we don't pay attention to that whole continuum, my experience is we do ourselves a disservice.
- The idea of changing managerial behavior causes problems, says Sam. The issue, if you will, is not changing managers behavior but specifying the required managerial performance. Organization effectiveness requires that we recognize that managers are human beings.
- 360 Tool has huge capacity when you integrate it, like Lucy mentioned. We're integrating the conversations to look at managers and look at leaders. What we're trying to do is achieve behavioral change. And we believe that having the aggregated information sometimes helps, but we have to facilitate those discussions.
- 360 is predominantly, I hate to say it because I am one an HR tool. One of the worst possible outcomes is when a manager is accused of being rough in a context of a business turnaround. The great benefit here is putting the auto context. On it and using it a more. Systemic way in the aggregate.
- IPC and temperament are absolutely fundamental in terms of really understanding what goes on in organizations. To ignore some of that does us a disservice. To pretend that there aren't some bad people out there is to ignore 20th century history.
- And the sensitivity to others, which John talked about earlier, to me, this is plus team. Any one of those drivers, in my experience, are hugely predictive. And if we don't pay attention to that whole continuum, my experience is we do ourselves a disservice.
- The idea of changing managerial behavior causes problems, says Sam. The issue, if you will, is not changing managers behavior but specifying the required managerial performance. Organization effectiveness requires that we recognize that managers are human beings.