Informal Authority in the Workplace

In most types of organizations, formal authority is located at the top as part of an exchange against fairly explicit expectations. In networked, pluralistic organizations that must rapidly formulate adaptive solutions in an increasingly complex world, its power is eroding as its functions become less clear. In the 21st century, the requirements of organizational speed demand investments in informal authority. (No. 90 | August 2010)

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A Primer on Social Neuroscience

The human mind is driven by an emergent array of biological, cognitive, and social properties. Unconscious processes perform feats we thought required intention, deliberation, and conscious awareness. The breakthroughs of social neuroscience are fostering more comprehensive theories of the mechanisms that underlie human behavior. (No. 89 | August 2010)

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Bridging Organizational Silos

To develop and deliver products and services, large organizations rely on teams. Yet, the defining characteristics of these often hamper collaboration among different parts of the organization. The root cause is conflict: it must be accepted then actively managed. Promoting effective cross-functional teams demands that an enabling environment be built for that. (No. 88 | July 2010)

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A Primer on Corporate Values

Corporate values articulate what guides an organization's behavior and decision making. They can boost innovation, productivity, and credibility, and help deliver thereby sustainable competitive advantage. However, a look at typical statements of corporate values suggests much work remains to be done before organizations draw real benefits from them. (No. 87 | June 2010)

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The Critical Incident Technique

Organizations are often challenged to identify and resolve workplace problems. The Critical Incident technique gives them a starting point and a process for advancing organizational development through learning experiences. It helps them study "what people do" in various situations. (No. 86 | May 2010)

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Enriching Policy with Research

The failure of researchers to link evidence to policy and practice produces evidence that no one uses, impedes innovation, and leads to mediocre or even detrimental development policies. To help improve the definition, design, and implementation of policy research, researchers should adopt a strategic outcome-oriented approach. (No. 85 | May 2010)

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The Perils of Performance Measurement

Interest in performance measurement grows daily but the state of the art leaves much to be desired. To promote performance leadership, one must examine both its shortcomings and its pernicious effects. (No. 84 | May 2010)

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