My daily readings 02/28/2010

  • tags: mit, iPad, idea

  • tags: no_tag

    • 但刚从美国回来,李琰也一度失去方向,她不再像以前似的先夸奖再说问题,而是直接批评,这让“刺毛驴”王濛也有点接受不了,不过,好在李琰及时改变了自己,她甚至抛下了丈夫孩子,和队员们在宿舍一住就是四年,“我想到为什么回到中国来,为什么执教中国短道队,为什么要这样做,有段时间回到美国度假,我就不停问自己,反省自己,我哪儿做得不好,是不是可以做得更好,回来第二年我知道自己要转变,只要队员需要我的时候,我保证在那儿。”

      而这份改变李琰还要感谢一位美国牧师,作为基督徒的她说,“牧师和我说首先要改变自己,原谅别人,要明确回来的目的,所以我回来一下子心大了很多,明确了我自己,为什么要回来,一切不用很计较。”

  • tags: no_tag

    • This is not just true of the corporate world; it’s also true of relationships. People are constantly changing, trying to better themselves or their lives or their jobs.

      People embrace change — as long as it’s the right type of change. It needs to be change that they own, change that they think/feel is productive, change that they view as a positive.

      If you find people resistant to changes you’re trying to impose, chances are, it’s not “change” they’re resisting, but your particular choices. Identifying a common goal and then allowing the other person to come up with a solution is often a far better approach than declaring a solution someone else must implement.

    • Basically, people aren’t slaves. If you want a significant change in their daily lives, involve them rather than dictate to them. I’d like to say this is so well known and obvious that it’s absurd to write an article on it, but seeing the corporate behavior and especially HR that I do, it’s not.
  • tags: Change, HR, management

    • Here’s the reality of it.  People don’t mind change – they just hate being forced to change.  If positioned correctly – and the employee is involved in the change – it is much less difficult to drive change.  But normally what happens is decisions are made in mahogany-paneled boardrooms and passed down to the masses.  “Do this and things will get better.”  Too often the employees already know what change is required.  They do the job every day.  They know the flaws in the system.  They
      know

      know all about the pointless and inefficient processes they are forced to live with each day.  Just ask them.

    • A huge driver of employee engagement is a psychological principle called “locus of control” – the extent to which individuals believe that they can control events that affect them.  Increasing your employees’ belief (and reality) that they have control over the outcomes will increase their desire to make changes and increase their engagement with the change.

      Don’t take HR’s word for it… Your people aren’t afraid of change – they’re afraid of you trying to change them!

Posted from Diigo. The rest of my favorite links are here.

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