MEDIATION – A JOINT PROBLEM SOLVING APPROACH, JPS UPDATE, JUNE, 2018

Summary: Individuals, groups, organizations, communities and nations have to deal with conflicting interests, needs and expectations. Destruction, power-bargaining, mediation and joint problem solving are among the common approaches to conflict resolution – where “destruction” is the submit-or-destroy strategy of terrorist groups and even governments in times of political conflict, manipulation and intrigue. This brief article

THE IMPACT OF “CONTEXT” ON MANAGING CHANGE

SUMMARY: We can’t take a tiger out of its jungle, train it to do circus tricks, then expect it to go back into its jungle and still do its circus tricks. We can’t take people out of their jobs to learn how to tackle problems in a conference room, then expect them to go back

DON’T FORGET CARL ROGERS

SUMMARY: Some readers may remember Carl Rogers (January 8, 1902 – February 4, 1987), who was an American psychologist and among the founders of the humanistic approach to psychology. Rogers is widely considered to be one of the founding fathers of psychotherapy research and was honoured for his pioneering research with the Award for Distinguished

ORGANIZATIONS THAT ADAPT AND SUSTAIN PERFORMANCE

Summary:   Recently, a client in the commercial industry enquired, “How can I find a way to develop my managers within the organization so as to sustain our long term profitability from effective managerial leadership?”.  The question was very relevant and got me thinking again about Peter Senge’s[1] learning organizations. For, unless organizations learn and

TO MENTOR OR TO MANAGE?

Summary:  Can managers be both effective mentors and effective managers? Perhaps they should be, but the reality is that some staff don’t want to be mentored, and some managers don’t want to or can’t mentor since all their time is cut out getting others to get the job right as quickly as possible. This sometimes

FEAR, ANXIETY AND PERFORMANCE?

SUMMARY: Fear and anxiety in its many forms – conscious and subconscious – is such an endemic disease of the human spirit that it is easily overlooked. It is rather like the signpost we see every day and, through familiarity, stop seeing it. Although it is a well-worn saying, or even cliché, familiarity does breed

TAKE TIME TO THINK & INVOLVE OTHERS?

SUMMARY: Managers and leaders are bombarded with techniques and the latest ways of doing things quicker and better. We are tempted to find the “one size that fits all”. To have one simple quick-fix computerized formula is the dream and hope. We then won’t have to take time to think, because there are ready-made answers

EQUITY vs EFFICIENCY vs EMPATHY

Summary:  In South Africa we have an Equity Act, which is an honest attempt to level the playing fields for all South Africans regardless of race, colour, gender or creed. Ideally, it should apply equally to all and, at the same time, remove the ravages of our history of discrimination and abuse of the White

PROACTIVE versus REACTIVE THINKING

Summary: The tension between reacting and fixing it quickly or being proactive to anticipate it and prevent it happening is an ongoing dilemma. I suspect that the growing complexity and uncertainty of our global village is probably the main cause. The broken cup which has fallen to the floor and shattered takes overwhelming precedence over

PEOPLE VERSUS PERFORMANCE

Summary:  One of the oldest and most incessant problems facing managers and leaders is how to get a good job done and, at the same time, get people committed and competent to do the job. There is a task to be done with demands for results and, at the same time, the task won’t be

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