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Can there be one right way to do anything socially complex?

Can there be one right way to do anything socially complex?

by William Tate | 17 April 2018 | blog material

Last week we examined the widespread use of competency frameworks in ‘Why and where competency frameworks succeed or fail’. This raises some further issues. Lists of required practices, behaviours, skills and knowledge are popular in large organisations, both public...
Why and where competency frameworks succeed or fail

Why and where competency frameworks succeed or fail

by William Tate | 5 April 2018 | blog material

Let’s come clean about this. Whether useful or not, it’s time to admit that competency frameworks are flawed, not least because at heart they are unsystemic and linear. This matters: they concern generic behaviour and they target individuals. This is quite a burden,...
Are we ‘individuals’ or ‘people’ at work?

Are we ‘individuals’ or ‘people’ at work?

by William Tate | 30 March 2018 | blog material

Lessons from the right to bear arms School shootings in the US receive much discussion. In 1977 the National Rifle Association won an important argument in the US Senate. Lawyers decided that the original US constitution’s 1791 Second Amendment reference to the right...
I understand the policy. Now what are the politics? How can we make this fly?

I understand the policy. Now what are the politics? How can we make this fly?

by William Tate | 24 March 2018 | blog material

(Originally published in 2011. See Archives for more older posts) Tony Blair used to say this when challenging his ministers. But whatever our thoughts on politics, Blair’s question recognises that the best technical solution to a problem and the most rational...
How should organisations engage with their employees?

How should organisations engage with their employees?

by William Tate | 7 May 2017 | blog material

Some old and some new theories suggest we still have much to learn. Thinking has moved on since Douglas McGregor’s 1960 still-popular Theory X (authoritarian) and Theory Y (participative) view on motivation and management, based on negative or positive assumptions...
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