<?xml version="1.0" encoding="UTF-8"?>
<rss version="2.0"
	xmlns:content="http://purl.org/rss/1.0/modules/content/"
	xmlns:wfw="http://wellformedweb.org/CommentAPI/"
	xmlns:dc="http://purl.org/dc/elements/1.1/"
	xmlns:atom="http://www.w3.org/2005/Atom"
	xmlns:sy="http://purl.org/rss/1.0/modules/syndication/"
	xmlns:slash="http://purl.org/rss/1.0/modules/slash/"
	>

<channel>
	<title>Toby Elwin &#38; AMajorConsulting &#187; Organization Behavior</title>
	<atom:link href="http://www.amajorc.com/blog/category/blog/organization-behavior/feed" rel="self" type="application/rss+xml" />
	<link>http://www.amajorc.com</link>
	<description>business and talent development excellence</description>
	<lastBuildDate>Thu, 09 Sep 2010 14:45:12 +0000</lastBuildDate>
	<language>en</language>
	<sy:updatePeriod>hourly</sy:updatePeriod>
	<sy:updateFrequency>1</sy:updateFrequency>
	<generator>http://wordpress.org/?v=abc</generator>
		<item>
		<title>The bureaucrat and bureaucracy revisited</title>
		<link>http://www.amajorc.com/blog/the-bureaucrat-and-bureaucracy-revisited</link>
		<comments>http://www.amajorc.com/blog/the-bureaucrat-and-bureaucracy-revisited#comments</comments>
		<pubDate>Wed, 08 Sep 2010 14:24:44 +0000</pubDate>
		<dc:creator>Toby Elwin</dc:creator>
				<category><![CDATA[Organization Behavior]]></category>
		<category><![CDATA[blog]]></category>
		<category><![CDATA[bureaucracy]]></category>
		<category><![CDATA[bureaucrat]]></category>
		<category><![CDATA[governance]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[management science]]></category>
		<category><![CDATA[management theory]]></category>
		<category><![CDATA[Max Weber]]></category>
		<category><![CDATA[theory]]></category>

		<guid isPermaLink="false">http://www.amajorc.com/?p=2370</guid>
		<description><![CDATA[Max Weber (1864 &#8211; 1920) was a German sociologist, political scientist, and economist and was an admirer of forms of organizations found in German government circles.  His views on bureaucracy, when revisited, provide an interesting set of implications, my comments, if any, are in brackets: Each office has fixed duties Impersonal rules and regulations apply [...]]]></description>
		<wfw:commentRss>http://www.amajorc.com/blog/the-bureaucrat-and-bureaucracy-revisited/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>2 priorities for competitive advantage</title>
		<link>http://www.amajorc.com/blog/2-priorities-for-competitive-advantage</link>
		<comments>http://www.amajorc.com/blog/2-priorities-for-competitive-advantage#comments</comments>
		<pubDate>Thu, 26 Aug 2010 14:13:00 +0000</pubDate>
		<dc:creator>Toby Elwin</dc:creator>
				<category><![CDATA[Organization Behavior]]></category>
		<category><![CDATA[blog]]></category>
		<category><![CDATA[competition]]></category>
		<category><![CDATA[competitive advantage]]></category>
		<category><![CDATA[involvement strategy]]></category>
		<category><![CDATA[motivation]]></category>
		<category><![CDATA[project]]></category>
		<category><![CDATA[project management]]></category>

		<guid isPermaLink="false">http://www.amajorc.com/?p=2203</guid>
		<description><![CDATA[In addition to sales and finance, there are 2 complimentary organization priorities that leaders should focus on to achieve and sustain excellence: understand motivation deliver projects in a routine manner Organizations can stake out a competitive advantage by doing things cheaper or doing things better.  Motivation and project management are 2 ways an organization can [...]]]></description>
		<wfw:commentRss>http://www.amajorc.com/blog/2-priorities-for-competitive-advantage/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>The intervention as organizational rehab</title>
		<link>http://www.amajorc.com/blog/the-intervention-as-organizational-rehab</link>
		<comments>http://www.amajorc.com/blog/the-intervention-as-organizational-rehab#comments</comments>
		<pubDate>Sat, 14 Aug 2010 15:55:01 +0000</pubDate>
		<dc:creator>Toby Elwin</dc:creator>
				<category><![CDATA[Organization Behavior]]></category>
		<category><![CDATA[blog]]></category>
		<category><![CDATA[Edgar Schein]]></category>
		<category><![CDATA[human resources]]></category>
		<category><![CDATA[intervention]]></category>
		<category><![CDATA[od]]></category>
		<category><![CDATA[organization development]]></category>
		<category><![CDATA[organization performance]]></category>
		<category><![CDATA[Richard Arvid Johnson]]></category>
		<category><![CDATA[Richard Beckhard]]></category>
		<category><![CDATA[talent]]></category>

		<guid isPermaLink="false">http://www.amajorc.com/?p=1863</guid>
		<description><![CDATA[When organizations promote star talent, I&#8217;ve never once heard about their star&#8217;s organization development technical skills as key to their promotion. When I read a press release for a C-level hiring, promotion, or bonus being paid out, I&#8217;ve never once seen organization development highlighted as a key to their success. When building job roles, descriptions, [...]]]></description>
		<wfw:commentRss>http://www.amajorc.com/blog/the-intervention-as-organizational-rehab/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Business as a foreign language for HR professionals</title>
		<link>http://www.amajorc.com/blog/business-as-a-foreign-language-for-hr-professionals</link>
		<comments>http://www.amajorc.com/blog/business-as-a-foreign-language-for-hr-professionals#comments</comments>
		<pubDate>Mon, 09 Aug 2010 23:05:58 +0000</pubDate>
		<dc:creator>Toby Elwin</dc:creator>
				<category><![CDATA[Organization Behavior]]></category>
		<category><![CDATA[blog]]></category>
		<category><![CDATA[finance]]></category>
		<category><![CDATA[hr]]></category>
		<category><![CDATA[human resources]]></category>
		<category><![CDATA[od]]></category>
		<category><![CDATA[organization development]]></category>
		<category><![CDATA[sales]]></category>

		<guid isPermaLink="false">http://www.amajorc.com/?p=2072</guid>
		<description><![CDATA[Today in Human Resource Executive Online I eagerly read a post titled Is Business a Foreign Language for HR? Anyone who has seen or read my blogs knows, I&#8217;m pretty insistent that HR (organization development, organization behavior, training, diversity, compensation) does not deserve a place at the table until HR understands the essentials of business:  finance [...]]]></description>
		<wfw:commentRss>http://www.amajorc.com/blog/business-as-a-foreign-language-for-hr-professionals/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Organizations don&#8217;t change, people change</title>
		<link>http://www.amajorc.com/blog/organizations-dont-change-people-change</link>
		<comments>http://www.amajorc.com/blog/organizations-dont-change-people-change#comments</comments>
		<pubDate>Fri, 30 Jul 2010 16:44:04 +0000</pubDate>
		<dc:creator>Toby Elwin</dc:creator>
				<category><![CDATA[Organization Behavior]]></category>
		<category><![CDATA[blog]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[change management]]></category>
		<category><![CDATA[Charles Darwin]]></category>
		<category><![CDATA[leading change]]></category>
		<category><![CDATA[organization development]]></category>
		<category><![CDATA[project management]]></category>
		<category><![CDATA[strategy]]></category>

		<guid isPermaLink="false">http://www.amajorc.com/?p=2006</guid>
		<description><![CDATA[Organizations are, quite simply, made up of social interactions:  groups of people.  Organizations will not change if people do not change.  There is no such thing as organization change, they don&#8217;t change, people change. All change:  transformation, business process reengineering, technology implementation, mergers &#38; acquisitions, Total Quality Management, Six Sigma, strategic planning or, if you [...]]]></description>
		<wfw:commentRss>http://www.amajorc.com/blog/organizations-dont-change-people-change/feed</wfw:commentRss>
		<slash:comments>3</slash:comments>
		</item>
		<item>
		<title>Organization sabotage and the butterfly effect</title>
		<link>http://www.amajorc.com/blog/organization-sabotage-and-the-butterfly-effect</link>
		<comments>http://www.amajorc.com/blog/organization-sabotage-and-the-butterfly-effect#comments</comments>
		<pubDate>Fri, 23 Jul 2010 17:52:40 +0000</pubDate>
		<dc:creator>Toby Elwin</dc:creator>
				<category><![CDATA[Organization Behavior]]></category>
		<category><![CDATA[blog]]></category>
		<category><![CDATA[butterfly effect]]></category>
		<category><![CDATA[change management]]></category>
		<category><![CDATA[manage expectation]]></category>
		<category><![CDATA[organization development]]></category>
		<category><![CDATA[project]]></category>
		<category><![CDATA[risk]]></category>
		<category><![CDATA[sabotage]]></category>
		<category><![CDATA[stakeholder]]></category>

		<guid isPermaLink="false">http://www.amajorc.com/?p=1945</guid>
		<description><![CDATA[An intervention. Interventions are principal learning processes in the &#8220;action&#8221; stage of organization development (OD)*. An intervention is what people outside organization development [the majority of professionals are distinctly NOT part of or aware of organization development] might call a project, change, or transformation.   The reason a professional might call for an organization intervention, or project, [...]]]></description>
		<wfw:commentRss>http://www.amajorc.com/blog/organization-sabotage-and-the-butterfly-effect/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Organization development is business growth</title>
		<link>http://www.amajorc.com/blog/organization-development-is-business-growth</link>
		<comments>http://www.amajorc.com/blog/organization-development-is-business-growth#comments</comments>
		<pubDate>Mon, 19 Jul 2010 15:45:34 +0000</pubDate>
		<dc:creator>Toby Elwin</dc:creator>
				<category><![CDATA[Organization Behavior]]></category>
		<category><![CDATA[blog]]></category>
		<category><![CDATA[Boston]]></category>
		<category><![CDATA[Fortune 500]]></category>
		<category><![CDATA[Massachusetts]]></category>
		<category><![CDATA[MassBayODLG]]></category>
		<category><![CDATA[network]]></category>
		<category><![CDATA[networking]]></category>
		<category><![CDATA[new england]]></category>
		<category><![CDATA[new york]]></category>
		<category><![CDATA[od]]></category>
		<category><![CDATA[ODNNY]]></category>
		<category><![CDATA[organization development]]></category>
		<category><![CDATA[organization performance]]></category>
		<category><![CDATA[SBODN]]></category>
		<category><![CDATA[silicon valley]]></category>
		<category><![CDATA[strategy]]></category>

		<guid isPermaLink="false">http://www.amajorc.com/?p=1098</guid>
		<description><![CDATA[Organization development has yet to earn a role in all organizations.  Only the most progressive companies even have an organization development role, staff, department, or group.  The challenge to organization development success is that it is hard to find a linear trajectory for success.  Organization development may have clear goals, but the reality, there is rarely [...]]]></description>
		<wfw:commentRss>http://www.amajorc.com/blog/organization-development-is-business-growth/feed</wfw:commentRss>
		<slash:comments>2</slash:comments>
		</item>
		<item>
		<title>All hail the solution to the micromanager</title>
		<link>http://www.amajorc.com/blog/all-hail-the-solution-to-the-micromanager</link>
		<comments>http://www.amajorc.com/blog/all-hail-the-solution-to-the-micromanager#comments</comments>
		<pubDate>Wed, 19 May 2010 19:34:44 +0000</pubDate>
		<dc:creator>Toby Elwin</dc:creator>
				<category><![CDATA[Organization Behavior]]></category>
		<category><![CDATA[blog]]></category>
		<category><![CDATA[Deloitte Consulting]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[Michael Raynor]]></category>
		<category><![CDATA[micromanager]]></category>
		<category><![CDATA[operations]]></category>
		<category><![CDATA[organization development]]></category>
		<category><![CDATA[requisite organization]]></category>
		<category><![CDATA[requisite uncertainty]]></category>
		<category><![CDATA[strategy]]></category>

		<guid isPermaLink="false">http://www.amajorc.com/?p=783</guid>
		<description><![CDATA[How to handle the micromanager? Raise your hand if you love working for a micromanager? Are you a micromanager?  You can raise your hand if you are, no one else knows, actually everyone already knows. Micromanagers grind work to a halt. If there is no confidence in work getting done, the fish rots from the [...]]]></description>
		<wfw:commentRss>http://www.amajorc.com/blog/all-hail-the-solution-to-the-micromanager/feed</wfw:commentRss>
		<slash:comments>3</slash:comments>
		</item>
		<item>
		<title>Human capital assessments – the symptom or the disease</title>
		<link>http://www.amajorc.com/blog/human-capital-assessments-the-symptom-or-the-disease</link>
		<comments>http://www.amajorc.com/blog/human-capital-assessments-the-symptom-or-the-disease#comments</comments>
		<pubDate>Wed, 14 Apr 2010 15:02:42 +0000</pubDate>
		<dc:creator>Toby Elwin</dc:creator>
				<category><![CDATA[Organization Behavior]]></category>
		<category><![CDATA[blog]]></category>
		<category><![CDATA[human capital assessment]]></category>
		<category><![CDATA[intangible]]></category>
		<category><![CDATA[organization performance]]></category>
		<category><![CDATA[private equity]]></category>
		<category><![CDATA[strategy]]></category>
		<category><![CDATA[tangible]]></category>
		<category><![CDATA[valuation]]></category>
		<category><![CDATA[vc]]></category>

		<guid isPermaLink="false">http://69.89.31.167/~amajorcc/?p=238</guid>
		<description><![CDATA[The drive to evaluate operations and to contain costs is mistakenly applied as an operational issue across the board.  Too often human capital assessments are lumped into the systems theory world of process and become a technical asset for management&#8217;s diagnostic view for cuts.  The result becomes an assessment or evaluation process that is really [...]]]></description>
		<wfw:commentRss>http://www.amajorc.com/blog/human-capital-assessments-the-symptom-or-the-disease/feed</wfw:commentRss>
		<slash:comments>2</slash:comments>
		</item>
		<item>
		<title>Change management bottom up or top down</title>
		<link>http://www.amajorc.com/blog/change-management-bottom-up-or-top-down</link>
		<comments>http://www.amajorc.com/blog/change-management-bottom-up-or-top-down#comments</comments>
		<pubDate>Sun, 04 Apr 2010 19:39:47 +0000</pubDate>
		<dc:creator>Toby Elwin</dc:creator>
				<category><![CDATA[Organization Behavior]]></category>
		<category><![CDATA[blog]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[change management]]></category>
		<category><![CDATA[cost of culture]]></category>
		<category><![CDATA[John Kotter]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[strategy]]></category>

		<guid isPermaLink="false">http://69.89.31.167/~amajorcc/?p=202</guid>
		<description><![CDATA[Classic change theory: leadership drives change; leadership must be committed for change to work. Seems to make sense, but in reality leadership is irrelevant. The organization&#8217;s ability to change is dictated by the operational units and employees, not leadership. The reality: culture eats strategy for lunch. Your workers dictate change and strategy. Leadership doesn&#8217;t drive [...]]]></description>
		<wfw:commentRss>http://www.amajorc.com/blog/change-management-bottom-up-or-top-down/feed</wfw:commentRss>
		<slash:comments>2</slash:comments>
		</item>
		<item>
		<title>The cost of culture, a 50% turnover of the Fortune 500</title>
		<link>http://www.amajorc.com/blog/the-cost-of-culture-a-50-turnover-of-the-fortune-500</link>
		<comments>http://www.amajorc.com/blog/the-cost-of-culture-a-50-turnover-of-the-fortune-500#comments</comments>
		<pubDate>Thu, 04 Feb 2010 14:56:32 +0000</pubDate>
		<dc:creator>Toby Elwin</dc:creator>
				<category><![CDATA[Organization Behavior]]></category>
		<category><![CDATA[blog]]></category>
		<category><![CDATA[business process reengineering]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[cost of culture]]></category>
		<category><![CDATA[process]]></category>
		<category><![CDATA[transformation]]></category>

		<guid isPermaLink="false">http://69.89.31.167/~amajorcc/?p=480</guid>
		<description><![CDATA[What is the cost of culture? Why is it even worth identifying corporate culture? Let&#8217;s start with what is culture. Culture is the values, norms, assumptions, expectations, and definitions that characterize organizations or affectionately known as: how things are done around here Culture is often a holdover from the founder(s) actions; sometimes developed consciously by [...]]]></description>
		<wfw:commentRss>http://www.amajorc.com/blog/the-cost-of-culture-a-50-turnover-of-the-fortune-500/feed</wfw:commentRss>
		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>5 tips to manage better meetings</title>
		<link>http://www.amajorc.com/blog/5-tips-to-manage-better-meetings</link>
		<comments>http://www.amajorc.com/blog/5-tips-to-manage-better-meetings#comments</comments>
		<pubDate>Fri, 18 Dec 2009 03:05:06 +0000</pubDate>
		<dc:creator>Toby Elwin</dc:creator>
				<category><![CDATA[Organization Behavior]]></category>
		<category><![CDATA[blog]]></category>
		<category><![CDATA[body language]]></category>
		<category><![CDATA[communication]]></category>
		<category><![CDATA[emotional intelligence]]></category>
		<category><![CDATA[manage]]></category>
		<category><![CDATA[meeting]]></category>

		<guid isPermaLink="false">http://69.89.31.167/~amajorcc/?p=518</guid>
		<description><![CDATA[Meetings, meetings, and more meetings. We have meetings to clear up confusion, to communicate, to interact, to make decisions, to listen, and to collaborate. Too many meetings end without clear decisions and too often it is not until after the meeting is finished when the real conversations begin when people: complain about not being heard, [...]]]></description>
		<wfw:commentRss>http://www.amajorc.com/blog/5-tips-to-manage-better-meetings/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Innovation, the technical risk to IQ</title>
		<link>http://www.amajorc.com/blog/innovation-the-technical-risk-to-iq</link>
		<comments>http://www.amajorc.com/blog/innovation-the-technical-risk-to-iq#comments</comments>
		<pubDate>Mon, 16 Nov 2009 17:19:17 +0000</pubDate>
		<dc:creator>Toby Elwin</dc:creator>
				<category><![CDATA[Organization Behavior]]></category>
		<category><![CDATA[blog]]></category>
		<category><![CDATA[creativity]]></category>
		<category><![CDATA[diversity]]></category>
		<category><![CDATA[emotional intelligence]]></category>
		<category><![CDATA[eq]]></category>
		<category><![CDATA[innovation]]></category>
		<category><![CDATA[iq]]></category>
		<category><![CDATA[risk]]></category>

		<guid isPermaLink="false">http://69.89.31.167/~amajorcc/?p=540</guid>
		<description><![CDATA[I see and read so much about offers to teach or facilitate innovation, but what is innovation? Innovation is risk Innovation is dialogue Innovation is opportunity (also known as diversity) Are you innovative: Do you ask good questions or do you listen without judgment or without looking to interrupt? Do you allow yourself and people [...]]]></description>
		<wfw:commentRss>http://www.amajorc.com/blog/innovation-the-technical-risk-to-iq/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Change management stormtroopers and system theory</title>
		<link>http://www.amajorc.com/blog/change-management-stormtroopers-and-system-theory</link>
		<comments>http://www.amajorc.com/blog/change-management-stormtroopers-and-system-theory#comments</comments>
		<pubDate>Wed, 28 Oct 2009 16:34:25 +0000</pubDate>
		<dc:creator>Toby Elwin</dc:creator>
				<category><![CDATA[Organization Behavior]]></category>
		<category><![CDATA[blog]]></category>
		<category><![CDATA[business process reengineering]]></category>
		<category><![CDATA[goals]]></category>
		<category><![CDATA[organization development]]></category>
		<category><![CDATA[process]]></category>
		<category><![CDATA[system theory]]></category>
		<category><![CDATA[systems]]></category>

		<guid isPermaLink="false">http://69.89.31.167/~amajorcc/?p=548</guid>
		<description><![CDATA[When did systems theory get hijacked by process engineers and change management stormtroopers? When did we allow our organizations to be built and led by analytical, causal, deductive, drones and an over-adherence of frameworks to analyze past events? Frameworks and theories that rely on past events ignore all opportunity for organizations to interact in an [...]]]></description>
		<wfw:commentRss>http://www.amajorc.com/blog/change-management-stormtroopers-and-system-theory/feed</wfw:commentRss>
		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>Change management, project management, and the intervention</title>
		<link>http://www.amajorc.com/blog/change-management-project-management-and-the-intervention</link>
		<comments>http://www.amajorc.com/blog/change-management-project-management-and-the-intervention#comments</comments>
		<pubDate>Thu, 15 Oct 2009 17:02:07 +0000</pubDate>
		<dc:creator>Toby Elwin</dc:creator>
				<category><![CDATA[Organization Behavior]]></category>
		<category><![CDATA[blog]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[od]]></category>
		<category><![CDATA[organization development]]></category>
		<category><![CDATA[project]]></category>
		<category><![CDATA[project management]]></category>
		<category><![CDATA[Project Management Institute]]></category>

		<guid isPermaLink="false">http://69.89.31.167/~amajorcc/?p=559</guid>
		<description><![CDATA[Change Management is the Illness Overwhelmingly, organizations rely on process analysis to identify opportunity for savings. Process analysis is most commonly identified as change management. Change Management: Analyze and diagnose business and operations processes with a focus on the greatest areas of improvement in cost, schedule, and quality. Very few enjoy having themselves and their [...]]]></description>
		<wfw:commentRss>http://www.amajorc.com/blog/change-management-project-management-and-the-intervention/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Organization strategy and development – party like it’s 1969</title>
		<link>http://www.amajorc.com/blog/organization-development-party-like-it-s-1969</link>
		<comments>http://www.amajorc.com/blog/organization-development-party-like-it-s-1969#comments</comments>
		<pubDate>Thu, 24 Sep 2009 17:12:53 +0000</pubDate>
		<dc:creator>Toby Elwin</dc:creator>
				<category><![CDATA[Organization Behavior]]></category>
		<category><![CDATA[blog]]></category>
		<category><![CDATA[adapt]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[cost of culture]]></category>
		<category><![CDATA[Edgar Schein]]></category>
		<category><![CDATA[motivation]]></category>
		<category><![CDATA[od]]></category>
		<category><![CDATA[organization development]]></category>
		<category><![CDATA[Richard Beckhard]]></category>
		<category><![CDATA[strategy]]></category>
		<category><![CDATA[Warren Bennis]]></category>

		<guid isPermaLink="false">http://69.89.31.167/~amajorcc/?p=594</guid>
		<description><![CDATA[How do organizations survive? The only way an organization survives is to grow. Like people, an organization grows and develops by developing new skills, knowledge, and abilities. An organization&#8217;s strategy is nothing without an organization&#8217;s development. Most professionals have an image of what marketing, sales, accounting, or human resource professionals do, but fewer are naturally [...]]]></description>
		<wfw:commentRss>http://www.amajorc.com/blog/organization-development-party-like-it-s-1969/feed</wfw:commentRss>
		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>Why Startups Should ALWAYS Compromise When Hiring? — Never!</title>
		<link>http://www.amajorc.com/blog/why-startups-should-always-compromise-when-hiring-i-say-never</link>
		<comments>http://www.amajorc.com/blog/why-startups-should-always-compromise-when-hiring-i-say-never#comments</comments>
		<pubDate>Wed, 12 Aug 2009 21:57:08 +0000</pubDate>
		<dc:creator>Toby Elwin</dc:creator>
				<category><![CDATA[Organization Behavior]]></category>
		<category><![CDATA[blog]]></category>
		<category><![CDATA[cost of culture]]></category>
		<category><![CDATA[Dharmesh Shah]]></category>
		<category><![CDATA[hire]]></category>
		<category><![CDATA[HubSpot]]></category>
		<category><![CDATA[recruiting]]></category>
		<category><![CDATA[skills]]></category>
		<category><![CDATA[stat up]]></category>
		<category><![CDATA[vc]]></category>
		<category><![CDATA[venture capital]]></category>

		<guid isPermaLink="false">http://69.89.31.167/~amajorcc/?p=620</guid>
		<description><![CDATA[Reading a blog on the venture capital website Start Up Hire called: Should Startups Compromise When Hiring? I found a reference to a blog Dharmesh Shah, Chief Technology Officer &#38; Founder of Hubspot* and Onstartups.com, wrote, &#8220;Why Startups Should ALWAYS Compromise When Hiring?&#8221;. I posted a comment to the blog as I felt Start Up [...]]]></description>
		<wfw:commentRss>http://www.amajorc.com/blog/why-startups-should-always-compromise-when-hiring-i-say-never/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>The bully in the corner office</title>
		<link>http://www.amajorc.com/blog/the-bully-in-the-corner-office</link>
		<comments>http://www.amajorc.com/blog/the-bully-in-the-corner-office#comments</comments>
		<pubDate>Mon, 03 Aug 2009 23:27:00 +0000</pubDate>
		<dc:creator>Toby Elwin</dc:creator>
				<category><![CDATA[Organization Behavior]]></category>
		<category><![CDATA[blog]]></category>
		<category><![CDATA[bully]]></category>
		<category><![CDATA[communication]]></category>
		<category><![CDATA[cost of culture]]></category>
		<category><![CDATA[diversity]]></category>
		<category><![CDATA[fear]]></category>
		<category><![CDATA[leaders]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[motivation]]></category>
		<category><![CDATA[organization development]]></category>
		<category><![CDATA[political correctness]]></category>

		<guid isPermaLink="false">http://69.89.31.167/~amajorcc/?p=630</guid>
		<description><![CDATA[I challenge myself to write blogs that might start a conversation either leading to change or to sustain what is working. I want to present an idea to provide a spark for action or follow-through. Anyone can come up with an idea, that&#8217;s easy, the hard part is to take an idea into implementation. My [...]]]></description>
		<wfw:commentRss>http://www.amajorc.com/blog/the-bully-in-the-corner-office/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Diversity facade, part 2: diversity hijacked</title>
		<link>http://www.amajorc.com/blog/diversity-facade-part-2-diversity-hijacked</link>
		<comments>http://www.amajorc.com/blog/diversity-facade-part-2-diversity-hijacked#comments</comments>
		<pubDate>Mon, 20 Jul 2009 23:34:11 +0000</pubDate>
		<dc:creator>Toby Elwin</dc:creator>
				<category><![CDATA[Organization Behavior]]></category>
		<category><![CDATA[blog]]></category>
		<category><![CDATA[diversity]]></category>
		<category><![CDATA[fear]]></category>
		<category><![CDATA[hr culture]]></category>
		<category><![CDATA[motivation]]></category>
		<category><![CDATA[political correctness]]></category>
		<category><![CDATA[strategy]]></category>

		<guid isPermaLink="false">http://69.89.31.167/~amajorcc/?p=632</guid>
		<description><![CDATA[On 2 earlier blog posts I write 1) that motivation is the bottom-line success and 2) diversity is about opportunity. In this blog I want to dig into how diversity can negatively affect motivation. First, let&#8217;s look at 2 definitions*: Of, relating to, or supporting broad social, political, and educational change, especially to redress historical [...]]]></description>
		<wfw:commentRss>http://www.amajorc.com/blog/diversity-facade-part-2-diversity-hijacked/feed</wfw:commentRss>
		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>The most difficult industry to work in</title>
		<link>http://www.amajorc.com/blog/the-most-difficult-industry-to-work-in</link>
		<comments>http://www.amajorc.com/blog/the-most-difficult-industry-to-work-in#comments</comments>
		<pubDate>Sat, 06 Jun 2009 00:02:51 +0000</pubDate>
		<dc:creator>Toby Elwin</dc:creator>
				<category><![CDATA[Organization Behavior]]></category>
		<category><![CDATA[blog]]></category>
		<category><![CDATA[change management]]></category>
		<category><![CDATA[cost of culture]]></category>
		<category><![CDATA[diversity]]></category>
		<category><![CDATA[industry]]></category>
		<category><![CDATA[learned helplessness]]></category>
		<category><![CDATA[social construction]]></category>
		<category><![CDATA[sociology]]></category>

		<guid isPermaLink="false">http://69.89.31.167/~amajorcc/?p=647</guid>
		<description><![CDATA[I admit each organization is unique. Each handles and manages industry and firm-specific stress and demand differently. I do not admit that organizations are anything more than a system of human interrelations. The organization is a product of human interaction and social construction. Organizations do not follow ordained, industry-driven culture. There is no set of [...]]]></description>
		<wfw:commentRss>http://www.amajorc.com/blog/the-most-difficult-industry-to-work-in/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>The bottom line: motivation</title>
		<link>http://www.amajorc.com/blog/the-bottom-line-motivation</link>
		<comments>http://www.amajorc.com/blog/the-bottom-line-motivation#comments</comments>
		<pubDate>Fri, 22 May 2009 00:24:56 +0000</pubDate>
		<dc:creator>Toby Elwin</dc:creator>
				<category><![CDATA[Organization Behavior]]></category>
		<category><![CDATA[blog]]></category>
		<category><![CDATA[ability]]></category>
		<category><![CDATA[bottom line]]></category>
		<category><![CDATA[executive]]></category>
		<category><![CDATA[goal]]></category>
		<category><![CDATA[Herzberg's Motivation-Hygiene Theory]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[manage]]></category>
		<category><![CDATA[motivation]]></category>
		<category><![CDATA[plan]]></category>
		<category><![CDATA[profit]]></category>
		<category><![CDATA[vision]]></category>

		<guid isPermaLink="false">http://69.89.31.167/~amajorcc/?p=649</guid>
		<description><![CDATA[Your organization is only effective when they feel like it.  Have you coached your management and executive team on how to motivate people around your vision?  The bottom line is motivation, their motivation, not yours. A leader holds management accountable to understand, commit, and own their role to translate your vision to their team.  Your [...]]]></description>
		<wfw:commentRss>http://www.amajorc.com/blog/the-bottom-line-motivation/feed</wfw:commentRss>
		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>Emotion versus intelligence &#8211; the tortoise and the hare</title>
		<link>http://www.amajorc.com/blog/emotion-versus-intelligence-the-tortoise-and-the-hare</link>
		<comments>http://www.amajorc.com/blog/emotion-versus-intelligence-the-tortoise-and-the-hare#comments</comments>
		<pubDate>Tue, 07 Apr 2009 00:59:06 +0000</pubDate>
		<dc:creator>Toby Elwin</dc:creator>
				<category><![CDATA[Organization Behavior]]></category>
		<category><![CDATA[Boston Globe]]></category>
		<category><![CDATA[cost of culture]]></category>
		<category><![CDATA[Drake Bennett]]></category>
		<category><![CDATA[emotional intelligence]]></category>
		<category><![CDATA[eq]]></category>
		<category><![CDATA[fear]]></category>
		<category><![CDATA[iq]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[recruiting]]></category>
		<category><![CDATA[team]]></category>

		<guid isPermaLink="false">http://69.89.31.167/~amajorcc/?p=665</guid>
		<description><![CDATA[In a prior post I advocate emotional intelligence as a more important quality job interview criteria than a corporate or team culture fit. What is emotional intelligence or EI? And what does the EI vs. IQ debate mean? Where IQ intends to measure the ability to reason deductively or inductively. Much has come to light [...]]]></description>
		<wfw:commentRss>http://www.amajorc.com/blog/emotion-versus-intelligence-the-tortoise-and-the-hare/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Buy in</title>
		<link>http://www.amajorc.com/blog/buy-in</link>
		<comments>http://www.amajorc.com/blog/buy-in#comments</comments>
		<pubDate>Sun, 29 Mar 2009 13:25:32 +0000</pubDate>
		<dc:creator>Toby Elwin</dc:creator>
				<category><![CDATA[Organization Behavior]]></category>
		<category><![CDATA[blog]]></category>
		<category><![CDATA[buy in]]></category>
		<category><![CDATA[communication]]></category>
		<category><![CDATA[development]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[motivation]]></category>
		<category><![CDATA[organization development]]></category>
		<category><![CDATA[stakeholder]]></category>
		<category><![CDATA[values]]></category>

		<guid isPermaLink="false">http://69.89.31.167/~amajorcc/?p=285</guid>
		<description><![CDATA[&#62;In organization change I always avoid the term buy in. You may hear the term in some variation of the following: now we need to get [insert stakeholder here] to buy in. I have never been comfortable asking anyone to &#8216;buy in&#8217; to a strategic plan, a new product launch, or an organization change. &#8216;Buy [...]]]></description>
		<wfw:commentRss>http://www.amajorc.com/blog/buy-in/feed</wfw:commentRss>
		<slash:comments>4</slash:comments>
		</item>
		<item>
		<title>Leading and managing</title>
		<link>http://www.amajorc.com/blog/leading-and-managing</link>
		<comments>http://www.amajorc.com/blog/leading-and-managing#comments</comments>
		<pubDate>Thu, 26 Mar 2009 13:55:15 +0000</pubDate>
		<dc:creator>Toby Elwin</dc:creator>
				<category><![CDATA[Organization Behavior]]></category>
		<category><![CDATA[blog]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[communication]]></category>
		<category><![CDATA[leader]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[manager]]></category>
		<category><![CDATA[motivation]]></category>
		<category><![CDATA[skills]]></category>
		<category><![CDATA[vision]]></category>

		<guid isPermaLink="false">http://69.89.31.167/~amajorcc/?p=79</guid>
		<description><![CDATA[Managers manage. Leaders lead. Are these roles so different? A manager is charged to manage their resources against a budget.  Does this allow a manager to maximizing their talent, to cultivate creativity in their team, or to take risks?  The manager needs to deliver to their budget and align their resources to successfully enable their [...]]]></description>
		<wfw:commentRss>http://www.amajorc.com/blog/leading-and-managing/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>What can a 5 year old teach you about leadership?</title>
		<link>http://www.amajorc.com/blog/what-can-a-5-year-old-teach-you-about-leadership</link>
		<comments>http://www.amajorc.com/blog/what-can-a-5-year-old-teach-you-about-leadership#comments</comments>
		<pubDate>Tue, 24 Mar 2009 12:53:39 +0000</pubDate>
		<dc:creator>Toby Elwin</dc:creator>
				<category><![CDATA[Organization Behavior]]></category>
		<category><![CDATA[blog]]></category>
		<category><![CDATA[blame]]></category>
		<category><![CDATA[customers]]></category>
		<category><![CDATA[integrity]]></category>
		<category><![CDATA[leader]]></category>
		<category><![CDATA[leaders]]></category>
		<category><![CDATA[leadership]]></category>
		<category><![CDATA[Mahatma Gandhi]]></category>
		<category><![CDATA[organization]]></category>
		<category><![CDATA[organizations]]></category>
		<category><![CDATA[values]]></category>

		<guid isPermaLink="false">http://www.amajorc.com/?p=1021</guid>
		<description><![CDATA[When an organization&#8217;s words do not match action, who is to blame? How many companies have you seen or worked with that have literature, speeches, employee handbooks, or marketing that just does not match the actions or culture inside the organization? Ever been around a company with printed materials that talk of putting people first, [...]]]></description>
		<wfw:commentRss>http://www.amajorc.com/blog/what-can-a-5-year-old-teach-you-about-leadership/feed</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Culture war</title>
		<link>http://www.amajorc.com/blog/culture-war</link>
		<comments>http://www.amajorc.com/blog/culture-war#comments</comments>
		<pubDate>Tue, 24 Mar 2009 12:20:55 +0000</pubDate>
		<dc:creator>Toby Elwin</dc:creator>
				<category><![CDATA[Organization Behavior]]></category>
		<category><![CDATA[blog]]></category>
		<category><![CDATA[cost of culture]]></category>
		<category><![CDATA[diversity]]></category>
		<category><![CDATA[emotional intelligence]]></category>
		<category><![CDATA[eq]]></category>
		<category><![CDATA[fear]]></category>
		<category><![CDATA[Fortune 500]]></category>
		<category><![CDATA[iq]]></category>
		<category><![CDATA[risk]]></category>
		<category><![CDATA[Russell 2000]]></category>
		<category><![CDATA[S&P 500]]></category>

		<guid isPermaLink="false">http://69.89.31.167/~amajorcc/?p=282</guid>
		<description><![CDATA[Does your company have a hiring philosophy to find people who fit into the company culture? Do you interview people to fit into the culture of your division? Do you interview people to fit into the culture of your team? Why do we look for people who will fit in when what your business needs [...]]]></description>
		<wfw:commentRss>http://www.amajorc.com/blog/culture-war/feed</wfw:commentRss>
		<slash:comments>3</slash:comments>
		</item>
	</channel>
</rss>
