Category Archives: Organizational Development

Two Truths, No Lie: Positive Psychology

Dr. Martin Seligman is a mentor of mine in spirit. His day job however is being the father of Positive Psychology and its’ two supporting theories: the Authentic Happiness Theory (AHT) and the Well Being Theory (WBT). Spoiler alerts: He was brave enough to recant the first I am about to be brave enough to (respectfully!) recall it. Our story starts

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Don’t Fall into the Capability Trap: Does your organization work harder or smarter?

When organizations fall on hard times, as many do in our volatile market, the way they deal with the performance gap typically involves either working harder or working smarter. When organizations take the “work harder” path, they cut staff, increase hours and productivity, and push their constituents to do more with less. If this doesn’t pay off, then wages are

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Put Your Best Self Forward: The reflected best-self exercise

Do you remember the last time you were extraordinary at work? I’m sure you can recall several moments when your best efforts were recognized and affirmed by others. Memories like these create a portrait of our “best selves” and can help us create a personal vision of who we can become. This portrait or vision is called the reflected best self

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Person-Organization Fit

By Kathleen Iverson A family friend developed a software program that helps people buy shoes online that fit  properly the first time. Based on shoes brands and styles that have been comfortable in the past, it can predict how a new pair of shoes will feel. The company, Shoefitr, was so successful that it was recently bought by Amazon. The same

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Coaching Theory: Don’t put the cart before the horse

Coaching is all about doing –having conversations, using tools, assessments, making plans, following up and evaluating performance.  It’s not about theory and models and research, right?  Unfortunately, this belief is all too common in coaching and has led many experts to question the validity of the coaching field.   When we put the cart before the horse, with the cart being

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“Don’t Clap, Throw Money”: Misadventures in Employee Engagement

Is your glass half empty or half full? Having been asked this seemingly innocuous — but heavily coded — question several times over the years at employee workshops, I’ve developed a standard response: “You have a glass?” This generally stops the conversation. At one organization in which upper management realized that low-employee morale was rampant (after three years without staff

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Beyond the Myers-Briggs: Assessment tools for Organization Development Practitioners

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Each year millions of copies of the Myers-Briggs Type Inventory (MBTI) are administered by counselors, coaches, and consultants yet some experts in the field of psychometrics are not impressed by the reliability and validity of the instrument.  Still others feel that its role in executive coaching is very limited (see Wagner 2003, Using the MBTI as a tool for leadership

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