I just finished reading The Innovative University: Changing the DNA of Higher Education from the Inside Out, written by Clayton Christensen and Henry Eyring (2011). Christensen is the noted expert on innovation from Harvard Business School.
The basic premise of the book is that higher institutions education in the U.S. have attempted to emulate the model of Harvard, with several distinctive and very expensive features. Colleges and universities have developed cost models that are unsustainable and most need to re-evaluate their practice and consider adoption of new models in order to be sustainable. Read More
Most of us have heard about Google’s generous employee benefits…gym memberships, free gourmet food, bowling alleys at work, nap rooms, etc. However, it’s not just all of those perks that have resulted in the company creating one of the best places to work in the world. It’s in Google’s DNA to create work environments that foster freedom, flexibility, and employee voice. Google has taken thrown out many traditional assumptions about management/supervision and HR practices. Read More
Organization development and change doesn’t always start with formal organizational leaders. As part of a larger study, I looked at how organizational members can seek change by working together to bring policy changes in their organization. In the case study, I examined a nearly 20-year effort by employees in the University of Illinois System to attain domestic partner benefits.
Throughout the effort, the group of employees used different “social organizing strategies.” In other words, they brought people together using different organization methods differing goals, and differing motivations. Read More
In workplaces, community groups, and other settings, we oftentimes seek to make things better for people from diverse backgrounds. Sometimes we will benefit directly from those changes and sometimes we’re working with others to attain changes that will benefit society or an organization in general. Read More
How do public sector employees successfully seek LGBT-friendly changes in their workplaces? I conducted a case study of a 20-year effort to attain domestic partner benefits in one large state university system. The public sector has always lagged behind large private sector employers in offering employee benefits and other policies that are equitable for LGBT people. Part of that study looked at how employees educated the public, state officials, other employees, administrators, and board members to support the changes.
The four most relevant findings for others seeking such changes in public sector organizations are: Read More
As telecommuting has become a fixture in many workplaces, some have started to look for alternatives. There’s a yearning for somewhat regular face-to-face interaction and a need for spaces that foster creativity and idea sharing. Traditionally, such sharing has been spawned through chance encounters at the “water cooler,” talking in the hall, or talking in the breakroom. Read More
With online learning in professional settings for adults, instructors often wonder whether their less experienced students feel comfortable participating. A study I conducted several years ago suggested that in online professional development courses, novices were actively observing online discussions but made few contributions. In other words, novices “participated,” but were in the background.
However, this new research I conducted Read More
Issues related to lesbian, gay, bisexual, and transgender (LGBT) people in workplaces are common diversity topics today. It is widely accepted in many workplaces that LGBT employees should be made to feel as welcome and included as anyone else. Workplace inclusion, employee affinity groups, and LGBT-specific diversity initiatives are commonly addressed by U.S.-based HR and diversity practitioners. Read More
Online course offerings are a major part of community colleges’ workforce development efforts. These courses are key in providing access for people who need job training, but cannot attend traditional face-to-face programs either because the program isn’t offered in their geographic area or because of work/family commitments. Read More
The flow or transfer of knowledge is critical in a decentralized franchisee organization. In these organizations, innovation often happens at the local, franchisee level. Tacit knowledge is the informal implicit knowledge Read More