News, Updates, & Resources
Beyond Conventional Methods: A New Perspective on Organisational Failures
Article 4 of 7-part thought leadership series: Enabling ‘Good’ Innovative Problem Solving for Organisational Sustainability and Success In this part of our series, we delve into the importance of rethinking our approach to analysing organisational setbacks....
Case Studies: Lessons from Organisational Failures
Article 3 of 7-part thought leadership series: Enabling ‘Good’ Innovative Problem Solving for Organisational Sustainability and Success Lehman Brothers: A Missed Opportunity in Risk Management The 2008 fall of Lehman Brothers highlights a stark failure in...
Hartman’s Three Dimensions of Value and Innovative Problem-Solving: Integrating the 4 Stages
Article 2 of 7-part thought leadership series: Enabling ‘Good’ Innovative Problem Solving for Organisational Sustainability and Success Innovative problem-solving within organisations involves a complex process that benefits significantly from understanding Robert S....
Embracing Innovative Problem-Solving for Organisational Success
Article 1 of a 7-Part Series: Enabling Effective Innovative Problem-Solving for Organisational Growth and Success In today’s fast-changing business environment, being able to solve problems with innovative solutions is not just beneficial; it's essential for the...
Ethical Decision-Making: The Keystone of Organisational Integrity
Article 7 of 7-part thought leadership series: Protecting and Sustaining Your Organisation Through Ethical Decision-Making As we conclude our 7-part thought leadership series, it's time to synthesize our insights on ethical decision-making within organisations....
Ethical Transformation: Success Stories from the 9 Pathways
Article 6 of 7-part thought leadership series: Protecting and Sustaining Your Organisation Through Ethical Decision-Making The sixth article in our 7-part series showcases real-world applications of the 9 Pathways to 'Good Culture', underscoring how these concepts are...
Charting the Ethical High Road: The 9 Pathways to ‘Good Culture’
Article 5 of 7-part thought leadership series: Protecting and Sustaining Your Organisation Through Ethical Decision-Making Cultivating an ethical corporate culture is an artful blend of proactive strategies and core values. In this fifth article of our 7-part series,...
Proactive Ethics: Using Hartman’s Dimensions to Prevent Scandals
Article 4 of 7-part thought leadership series: Protecting and Sustaining Your Organisation Through Ethical Decision-Making As we advance in our 7-part series, the fourth article pivots towards a proactive stance on ethics. We explore how implementing Robert S....
Beyond Surveys and Interviews: Unveiling the True Causes of Organisational Scandals
Article 3 of 7-part thought leadership series: Protecting and Sustaining Your Organisation Through Ethical Decision-Making Investigating organisational scandals often utilizes methods like culture surveys and interviews, but do these tools capture the full picture? In...
Good Culture and Talent Enabling Services
Books & Publications
Beyond articles see our papers co-authored with Cambridge University and an article written by a client and published in their industry publication.
Good Culture – Out now on Amazon! Out now on Waterstones! Out now on Barnes and Noble!
Andrea Burns, Richard Davies. (2022)
First published in Great Britain in 2022 by Rethink Press (www.rethinkpress.com)
Good Culture: Align your people, profits and purpose for the greater good
In a world of uncertainty and unprecedented change, your company culture is key to helping your business survive and your people thrive – no matter their location – office, home or beach.
Good culture is why people buy from you, supply, invest in, join, perform for and stay with you. Underpinned by the rigour of three disciplines; Moral Philosophy, Psychology and the Science of Value, the 9 Performance Pathways described in this book enable any business to create a good culture supported by the right values, risks and people.
Read this book and enable your business to:
- Survive and flourish by aligning your culture with the shifting needs of all stakeholders in a volatile hybrid world
- Reduce staff turnover (and costs), improve self-esteem, and avoid the “great resignation” by creating a good culture where people want to stay
- Build reputation and reduce risk by understanding the Why, What and How of ethical decision making
- Increase thinking agility by harnessing diversity to meet the demands of our ever-turbulent world
- Create a culture that will increase trust, get the best out of your people, improve innovation, and create better outcomes for the greater good
Thinking Diversity
Burns A., Davies R., Langdon P.M. (2020) Thinking Bias: The Hidden Talent Excluder. In: Langdon P., Lazar J., Heylighen A., Dong H. (eds) Designing for Inclusion. CWUAAT 2020. Springer, Cham. https://doi.org/10.1007/978-3-030-43865-4_17
Thinking Bias: The Hidden Talent Excluder
Large numbers of organisations use interviews and psychometric tests as methods of recruiting new employees. The inherent biases of these approaches are examined here for a number of common scenarios and the implications for inclusivity explored. Axiology or Value Science has been proposed as a philosophy and approach that analyses and leverages the concept of value judgement and provides practical methods by which it can be deployed to reduce organisational bias and increase inclusion via identifying, leveraging and raising the levels of cognitive diversity within organisations. In particular, the methods of Axiometrics are examined and contrasted with those of psychometrics; along with a detailed look at its validation in practice. It concludes that Axiometrics is superior to personality and behavioural based psychometrics in fostering diversity and therefore effectiveness in organisations by increasing understanding of people capability.
Leadership – Schools
ISA Journal November 2016 Issue 14
Leadership Challenge- Building an Effective SMT
David Brazier, Head Teacher of St James Senior Boys’ School in Surrey, shares his thoughts on building an effective SMT
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