Category: Leading and getting things done
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Information Doesn’t Change Behaviour. Here’s What Does.
Training usually fails not because it was delivered badly, but because information on its own does not change behaviour. Knowing is not half the battle. Behaviour and belief change is hard, and seldom happens without discomfort and moments of realisation. Introduction Here is a pattern you will recognise. Your team spends a […]
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Evidence Based Management: Making Better Decisions at Work
Evidence based management means making important decisions using the best available evidence from four sources: your own professional expertise, organisational data, the scientific literature, and the concerns of the people affected. Introduction Most management decisions are made with evidence of some kind. Someone has a view, someone else has a dashboard, and […]
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Job Demands-Resources Model: Designing and Delegating Well
The Job Demands-Resources (JD-R) model, developed by Bakker and Demerouti, proposes two parallel processes at work in every job: demands (workload, role ambiguity, emotional pressure) drive a health impairment pathway toward burnout, while resources (autonomy, feedback, social support, development) drive a motivational pathway toward engagement. The JD-R model explains why people burn out […]
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A Leader’s Role in Improving Psychological Safety: Building Trust, Openness, and Growth
Leaders have a disproportionate impact on psychological safety. How they listen, respond, and behave shapes whether people feel safe to speak up. Leadership behaviours like admitting fallibility, inviting input, and responding with curiosity are powerful tools for building safety. Introduction Psychological safety is not something you can install like software. It’s grown, […]
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What is a Colleague Journey?
The colleague journey is a framework for mapping the entire arc of an individual’s relationship with an organisation, from initial attraction through recruitment, onboarding, development, retention, exit, and beyond into the alumni stage. Every organisation already has a colleague journey. The question is whether anyone knows what it is… There is a […]
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Me, Us, and It: A Whole-System Lens for Leadership and Collaboration
“Me, Us, and It” is a simple model to help us think about what’s important for leaders (and others) to focus on in the workplace. It says that to be successful, we need to appropriately spread our attention across three domains: Ourselves as an individual (Me), Our teams and group dynamics (Us), […]
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Psychological Contracts at Work
The psychological contract refers to the unwritten, implicit set of mutual expectations between an employee and their organisation. Unlike the formal employment contract, the psychological contract encompasses beliefs about promises, obligations, and reciprocal commitments that are rarely articulated but profoundly shape behaviour. Not all contracts are written down Every organisation has two […]
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Could Better Questions Lead to Better Organisation Development?
Part 2 of 3 · A series by Brian Hunter Young What If Organisation Development Has Been Looking in the Wrong Place? Could Better Questions Lead to Better Organisation Development? (you are here) Who Decides What Organisational Values Really Mean? What if the greatest contribution organisation development can make is not designing […]
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What If Organisation Development Has Been Looking in the Wrong Place?
Part 1 of 3 · A series by Brian Hunter Young What If Organisation Development Has Been Looking in the Wrong Place? (you are here) Could Better Questions Lead to Better Organisation Development? Who Decides What Organisational Values Really Mean? Organisation development has always borrowed widely — from psychology, systems thinking, action […]
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Self-Determination Theory: Autonomy, Competence, and Relatedness at Work
Self-Determination Theory (SDT), developed by Edward Deci and Richard Ryan, is one of the most comprehensive and empirically supported frameworks in motivational psychology. It proposes that human beings have three basic psychological needs, autonomy, competence, and relatedness, and that the satisfaction or frustration of these needs profoundly shapes the quality of motivation, […]