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For cross-functional change, a good disruption helps
Harvard Business Review
How do you improve the whole organization, not just parts of it? The uber challenge for process improvement in organizations has always been to successfully make improvements across functions. But have any sizable organizations assigned people to manage their major end-to-end processes — and actually been successful?
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ISPI introduces new season of SkillCast sessions
ISPI
Are you finding it a challenge to keep up, professionally? Got a stack of books and articles you keep meaning to get to? Let ISPI provide that vital professional boost with our new SkillCast series.
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The difference between knowledge, skills and abilities
HR Bartender
Knowledge, skills and abilities are three different things. And it's important to know the difference — even though the difference can be subtle. As we talk more about the skills gap, it will be important to understand the difference because the way we obtain knowledge, skills and abilities can vary. And if we're an organization trying to figure out how to solve the skills gap that exists within our workforce, then we have to link the right solutions.
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7 huge tech trends to expect in 2014
Mashable
Major innovations and tech sea-changes were few and far between in 2013. Unfortunately, what usually follows major advancements are refinements. These days, innovation tends to happen on a nano-scale, which means most people cannot see or experience that evolution. Like 2013, 2014's tech trends may not fundamentally change our lives, but they will improve, alter and, on occasion, impede and frustrate our day-to-day activities.
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Zappos is going holacratic: no job titles, no managers, no hierarchy
Quartz
Focusing on company culture and customer service is how CEO Tony Hsieh built Zappos into a billion-dollar online retailer. While he's not getting rid of those priorities, Hsieh is laying the groundwork for a major reorganization. Zappos' traditional organizational structure is being replaced with Holacracy, a radical "self-governing" operating system where there are no job titles and no managers.
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Busy isn't respectable anymore
Tyler Ward
As of late, there seems to be a general suspicion growing about the once viable value of always being busy. And because more questions are being asked, more answers are being found. As it turns out, always being busy isn't a virtue, nor is it something to respect anymore.
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The dangerous myth of reinvention
Harvard Business Review
There's no denying the heroic appeal of the reinvention narrative, especially to 50- and 60-somethings confronting uncharted territory and the imperative to forge ahead with a new chapter. And this notion surely beats the counter-narrative that says you're washed up at some arbitrary age, your best work behind you with two choices: hanging on or the abyss. Yet for all its can-do spirit, Marc Freedman has come to believe the reinvention fantasy — the whole romance with radical transformation unmoored from the past — is both unrealistic and misleading.
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ISPI Performance Digest
Colby Horton, Executive Vice President of Publishing, 469.420.2601
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Disclaimer: The articles that appear in Performance Digest are chosen from a variety of sources to reflect media coverage regarding human and organizational performance improvement. An article's inclusion in Performance Digest does not imply that the International Society for Performance Improvement (ISPI) endorses, supports, or verifies its contents or expressed opinions. Factual errors are the responsibility of the listed publication.

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