A Primer on Intellectual Capital

Intellectual capital has become the one indispensable asset of organizations. Managing its human, relational, and structural components is of the essence of modern business. (No. 106 | August 2011)

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On Second Thought

Remembering times past stimulates the mind and helps give perspective and a sense of who we are. Social reminiscence is a gain in performance without practice. (No. 105 | August 2011)

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Surveying Communities of Practice

Surveys are used to find promising opportunities for improvement; identify, create a consensus about, and act on issues to be addressed; record a baseline from which progress can be measured; motivate change efforts; and provide two-way communication between stakeholders. Healthy communities of practice leverage survey instruments to mature into influence structures that demand or are asked to assume influential roles in their host organizations. (No. 104 | July 2011)

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Moral Courage in Organizations

Moral courage is the strength to use ethical principles to do what one believes is right even though the result may not be to everyone's liking or could occasion personal loss. In organizations, some of the hardest decisions have ethical stakes: it is everyday moral courage that sets an organization and its members apart. (No. 103 | June 2011)

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Managing Corporate Reputation

Newly minted approaches to corporate reputation are already obsolete. Beyond gaining control of issues, crisis, and corporate social responsibility, organizations need to reconceptualize and manage reputation in knowledge-based economies. (No. 102 | May 2011)

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Delegating in the Workplace

The act of delegating calls for and rests on trust. In organizations, delegation had better be understood as a web of tacit governance arrangements across quasi-boundaries rather than the execution of tasks with definable boundaries. (No. 101 | April 2011)

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The Travails of Micromanagement

Micromanagement is mismanagement. What is it that one should decide in the higher echelons of an organization that, given the same data and information, personnel in the lower echelons might not run just as well? (No. 100 | March 2011)

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