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Targeting Trust for Managing & Measuring Firm Performance

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March 2nd, 2010    


Targeting Trust for Managing & Measuring Firm Performance

In facing personal choices for treating illness, would you want your symptoms or the root cause of the disease to be treated first? No doubt, the answer is yes to both because we want relief from the symptoms. But we all know that if only the symptoms of an illness are treated, then you will inevitably slide down a slippery slope into a chronic and debilitating state. The same wisdom that applies to personal health also applies to organizational health. Frequently, well-intentioned leaders mistakenly treat organizational symptoms thinking are attacking the root cause, only to be frustrated when more symptoms emerge months later. Root causes in the world of organizational health are linked to one overlooked factor that holds a culture together with a nuclear force, so powerful that it can resist all attempts at change: trust. Trust is overlooked and underutilized because leaders have long assumed that trust cannot be measured or tampered with, leaving it to organically develop over time. But how your employees are connected in trust-based working networks is a non-random phenomenon and therefore governed by scientific principles.

This Webcast will address 3 interventions for tapping into trust to leverage better performance:

  • Accelerating restructuring including M&A and divestitures
  • Using social capital measures as part of a portfolio of individual performance metrics
  • Targeting strategic and successful succession planning

About your Webcast leader:

Karen Stephenson, PhD, is CEO of NetForm, Inc., a web-based firm that diagnoses and treats organizational health. Dr. Karen Stephenson, has been hailed in Business 2.0 as "The Organization Woman”, and is only one of four females recognized from a distinguished short list of 55 in Random House’s 2007 Guide to the Management Gurus. In 2001 her firm was recognized by CIO Magazine as one of the top innovative companies. Her prominence catapulted in 2000 when she was featured by Malcolm Gladwell in The New Yorker regarding the social dynamics of office spaces. She is currently a professor of management at Rotterdam School of Management at Erasmus University. This was preceded by 5 years at the Harvard School of Design and 10 years at the UCLA Anderson Graduate School of Management. She received her PhD in Anthropology at Harvard University. You can read about her at www.drkaren.us.

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