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Process 'n people: Synergies for better business performance
Business Performance
Process clarity is one of the three key foci in effective organizational design, along with people and technology. Yet how many organizations are struggling with poorly defined and communicated processes? Where process and role clarity is lacking, personal idiosyncrasies and political maneuvering take over.
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Why you decide the way you do
MIT Sloan Management Review
For executives, making good decisions is essential. New research offers insights into factors that can affect the decision-making process.
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Project management certification benchmarking research: 2015
PM World Journal
Since 2010, an annual report has been benchmarking many of the more popular, globally recognized project management certifications against both the U.S. Professional Engineer license as well as Malcolm Gladwell's "10,000 hour" rule. Some of the key findings from previous year's research show that at least in the field of project management, Gladwell's "10,000 hours" is too low, with 15,000 hours "level of effort" being closer to what it actually takes to produce a "competent" professional level practitioner. Another important finding is that the world's two most popular certifications, PMI's PMP and Axelos PRINCE2, do not qualify as professional level credentials even using the rather low "10,000 hours" advocated by Gladwell.
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The value of professional certifications
Christopher S. Penn
As people get busier and busier, as the world grows more and more complex, people are willing to devote less time to getting certifications or continuing education. Certifications' value have increased not because they're harder to get, but because people are unwilling to make sacrifices to obtain them. Because of this, someone who has a certification from a legitimate authority is demonstrating by proxy they've invested in themselves.
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An unconventional exercise to get your team focused on the future
Harvard Business Review
Thinking about the future is hard, mainly because we are glued to the present. Daniel Kahneman, the Nobel Prize-winning economist and author of "Thinking, Fast and Slow," observed that decision makers get stuck in a memory loop and can only predict the future as a reflection of the past. He labels this dynamic the "narrative fallacy" — you see the future as merely a slight variation on yesterday's news. A way around this fallacy is a speed-dating version of scenario planning, one that takes hours rather than months.
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Are you managing your business processes?
Business 2 Community
In order to become and remain successful and competitive, businesses must continuously improve their processes. Failure to do so is likely to result in higher costs, lower revenues, less motivated employees and fewer satisfied customers.
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20 amazing PechaKucha presentations you may have missed in 2014
PechaKucha
These presentations are a small sampling of some of the most creatively impressive and unique stories we came across in 2014 — they're the core of what makes PechaKucha so special, and the staff at PechaKucha really wanted to share their personal choices with you.
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ISPI Performance Digest
Colby Horton, Executive Vice President of Publishing, 469.420.2601
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Valerie Hunt, Assistant Executive Editor, 469.420.2690   
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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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