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How GE stays young
Harvard Business Review
GE is an icon of management best practices. Under CEO Jack Welch in the 1980s and 1990s, they adopted operational efficiency approaches ("Workout," "Six Sigma" and "Lean") that reinforced their success and that many companies emulated. But, as befits a company that has been around for 130 years, GE is moving on. While Lean and Six Sigma continue to be important, the company is constantly looking for new ways to get better and faster for their customers. That includes learning from the outside and striving to adopt certain startup practices, with a focus on three key management processes:
  1. Resource allocation that nurtures future businesses
  2. Faster-cycle product development
  3. Partnering with startups.
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Do you know someone great? Nominate!
ISPI
Each year, ISPI confers special honorary awards that recognize outstanding individuals and organizations for their significant contributions to human performance technology and to the Society itself. And each year, ISPI asks its members to help find those special honorees. Now is the time to nominate deserving individuals for the next awards season. The submission deadline for the Thomas F. Gilbert Distinguished Professional Achievement Award and the Distinguished Service Award is Sept. 12, while the submission deadline for the Geary Rummler Award for the Advancement of Performance Improvement is Nov. 28.
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Driving 'people excellence' through social onboarding
Business 2 Community
"Any company trying to compete must figure out a way to engage the mind of every employee," Jack Welch says. Talent shortages take priority over operational execution, according to a recent survey involving 780 CEOs. Today, any initiative around people excellence is no longer a cost item — it's survival.
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Lewin's change management model
MindTools
One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1950s, and still holds true today. His model known as Unfreeze – Change – Refreeze, refers to the three-stage process of change he describes. Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changing the shape of a block of ice.
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The impact of envy on high performers in the workplace
I/O at Work
Employees who work harder and achieve more are highly valued by employers. But all too often these high performers' achievements and rewards attract the envy of their peers. A new study examines the role jealousy plays in workplace victimization, as well as factors that could help organizations avoid this sort of bullying altogether.
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What's more important: Talent or engagement?
Gallup
Ultimately, talent is accelerated by engagement. In the quest to maximize performance, businesspeople and academics have asked Gallup, "What's more important — people's natural fit with a role or how engaged they are in their job?" ANN INC., one of the leading specialty retailers for fashionable women's clothing, asked that question in a recent study.
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The persuasive pressure of peer rankings
Harvard Business Review
Introducing a new product is essentially an exercise in persuading people to change their behavior. After all, how many of us as children enjoyed eating our vegetables just because our moms said they were better for us than desert? A new form of social data that harnesses the power of peer pressure is emerging as a potentially powerful way to change behavior and spur the growth of new categories of products.
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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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