W3C home > Mailing lists > Public > public-comments-wcag20@w3.org > November 2004

[Executive Directions] Magic beans, special sauce or silver bullet?

From: Cientia <Digest@Cientia.net>
Date: Sun, 31 Oct 2004 19:00:08 -0800
Message-ID: <200410311900.DCKAGWKRZA@helo>
To: <public-comments-wcag20@w3.org>
<!DOCTYPE HTML PUBLIC "-//W3C//DTD HTML 4.01 Transitional//EN">
<HTML>
<HEAD>
<META HTTP-EQUIV="Content-Type" CONTENT="text/html; charset=iso-8859-1">
<title>CIENTIA - Human Capital Assessment and Development.</title>
<style type="text/css">
:link {FONT: verdana; COLOR: #00007f;font-weight :bold;}
:hover {FONT: verdana; COLOR: #ff0000;font-weight :bold;}
:active { FONT: verdana; color: #808080;font-weight :bold;}
:visited { FONT: verdana; color: #ff0000;font-weight: bold;}
body { background-color: #ffffff; background-image: url(http://www.cientia.net/bg.fine.stripes.grey.white.jpg)}
body {scrollbar-arrow-color: #eeeeee;scrollbar-3dlight-color: #183757;scrollbar-highlight-color: #eeeeee;scrollbar-face-color: #eeeeee;scrollbar-shadow-color: #eeeeee;scrollbar-darkshadow-color: #183757;scrollbar-track-color: #eeeeee}
td.HeaderText {padding:5px;background-color:#ffffff;FONT-SIZE: 13px;FONT-FAMILY:  verdana; TEXT-ALIGN: left; font-weight:bold}
td.BodyText   {padding:10px;background-color:#ffffff;FONT-SIZE: 11px; FONT-FAMILY:  verdana; TEXT-ALIGN: left; font-weight:normal}
tr.TableText  {padding:5px;background-color:#ffffff;FONT-SIZE: 11px; FONT-FAMILY:  verdana; TEXT-ALIGN: left; font-weight:normal}
</style>
</head>
<body bgproperties="fixed" LEFTMARGIN="15">
<table width="450" valign="top" align="center" border="1" bordercolor="#c0c0c0" bgcolor="#ffffff" background="" cellspacing="0" cellpadding="20">
<tr><td>
<table align="center" border="0" bordercolor="" background="" cellpadding="20" cellspacing="0">
<tr><td class="HeaderText"><a target="_blank" href="http://www.cientia.net">
<font face="arial" size="6" Color="#000000"><b><i>Cientia</i></b></font></a>
<br />
<font size="3"><b>Executive Directions Digest</b></font> &nbsp;&nbsp;&nbsp;
<font size="1">Nov. 2004</font>
</td></tr>
<tr><td><font face="verdana" size="1">It is not only for what we do that we are held responsible, but also for what we do not do. 
&nbsp;&nbsp;<a href="http://www.theatredatabase.com/17th_century/moliere_001.html"><i>Molière</a>&nbsp; (Jean-Baptiste Poquelin), </I> 1622-1673.</font>
</td></tr>
<tr><td class="BodyText">
Most of us want to perform well and prosper. <img alt="WishHappen" style="float:right;" align="right" src="http://www.cientia.net/WishHappen.gif" height="111" width="181" />  
In turn, the organizations we live and work in 
do also - Invisible Hand Theory. But how?  There are no magic beans, secret sauces 
or silver bullets. Fortunately, there is always ability, motivation and opportunity to 
rely on.  There are also specific tools for particular situations that 
need to be carefully chosen, applied and measured to optimize results.  Return on investment 
is the crucial metric for making decisions and conclusions when investing in development of these capabilities.  
 <br/><br/>
This Digest provides a range of theories and tools for deciding on personal career and organizational 
performance development.  Of particular note is the increasing use of Human Capital theory
 and the proliferation of Coaches.  But, what is Human Capital?  Some standard models are presented.  
 Or a Coach?  What's the difference from a consultant, counselor, advisor, mentor, expert, authority 
 or other professional?  Is coaching a fad?  How are coaches trained and certified?  
 What are they best at?  How do you measure their effect?<br/><br/>

This collection does not offer a conclusion, rather, a continuum of 
developmental needs and applications is suggested.  This is combined with a representative 
selection of resources to assist the reader in deciding for themselves which tool is best for 
their particular situation and objectives.  Please read through, also <a target="_blank" href="http://www.cientia.net/Cientia.Digest.11.04.htm">online</a>.
The Digest is a public service of <a href="http://www.cientia.net">Cientia</a>, please see below for details. 

<table width="450" bgcolor="#ffffff" border="0" cellspacing="0" cellpadding="2" align="center">
<tr><td class="HeaderText" align="left"><b>Thought Starter Dichotomy</b></td><td><b></b></td></tr>
<tr height="10"><td></td>&nbsp;</tr>
<tr class="TableText"><td align="right"><b>Human Capital Development</b>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;</td><td>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<b>Performance Coaching</b></td></tr>
<tr height="10"><td></td>&nbsp;</tr>
<tr class="TableText"><td align="right">strategic&nbsp;&nbsp;:</td><td>:&nbsp;&nbsp;tactical</td></tr>
<tr class="TableText"><td align="right">soft skills/understanding&nbsp;&nbsp;:</td><td>:&nbsp;&nbsp;hard skills/knowledge</td></tr>
<tr class="TableText"><td align="right">medium to long term&nbsp;&nbsp;:</td><td>:&nbsp;&nbsp;short to medium term</td></tr>
<tr class="TableText"><td align="right">goals/assessment/model based&nbsp;&nbsp;:</td><td>:&nbsp;&nbsp;needs/process/results based</td></tr>
<tr class="TableText"><td align="right">individual data/measures&nbsp;&nbsp;:</td><td>:&nbsp;&nbsp;organizational data/measures</td></tr>
<tr class="TableText"><td align="right">broad competency focus&nbsp;&nbsp;:</td><td>:&nbsp;&nbsp;narrow task focus</td></tr>
<tr class="TableText"><td align="right">developmental experiences&nbsp;&nbsp;:</td><td>:&nbsp;&nbsp;task specific achievements</td></tr>
<tr class="TableText"><td align="right">includes qualitative feedback&nbsp;&nbsp;:</td><td>:&nbsp;&nbsp;emphasizes quantitative feedback</td></tr>
<tr class="TableText"><td align="right">often confidential process&nbsp;&nbsp;:</td><td>:&nbsp;&nbsp;often public process</td></tr>
<tr class="TableText"><td align="right">creates potential&nbsp;&nbsp;:</td><td>:&nbsp;&nbsp;delivers results</td></tr>
<tr class="TableText"><td align="right">consultant training/credentials&nbsp;&nbsp;:</td><td>:&nbsp;&nbsp;coach experience/track record</td></tr>
</table>
</td></tr>
<tr><td class="HeaderText"><a target="_blank" href="http://aom.pace.edu/amle/v2n3.html">360-degree Assessment: Time for Reinvention.</a>
</td></tr>
<tr><td class="BodyText">Jay Conger and Ginka Toegel, 2003.  In the spirit of doing the right thing before doing it right.  This important work from a leading author clearly differentiates the objectives and methods of competency development from performance management. Makes a convincing argument for different disciplines.&nbsp;&nbsp; Academy of Management Journal of Learning and Education.   
</td></tr>
<tr><td class="HeaderText"><a target="_blank" href="http://www.bain.com/management_tools/about_overview.asp?groupCode=1">Bain Management Tools Survey of Senior Executives, 2003.</a>
</td></tr>
<tr><td class="BodyText">Before embarking on any performance initiative, it is necessary to review the range and state of similar management tools currently in use.  Tool use has risen about 60% over the past two years.  Soft skills involving "Compass setting" tools such as strategy, values and customer satisfaction predominate at present. &nbsp;&nbsp;Bain. &nbsp;&nbsp;<a target="_blank" href="http://www.bain.com/management_tools/strategy_brief.pdf"><font size="1"><font size="1">Download</font></font></a>
</td></tr>
<tr><td class="HeaderText"><a target="_blank" href="http://www.amazon.com/exec/obidos/tg/detail/-/0814405746/103-3306438-1403062?v=glance">The ROI of Human Capital: Measuring the Economic Value of Employee Performance.</a>
</td></tr>
<tr><td class="BodyText">Jac Fitz-enz, May, 2000. An instant classic providing a rare blend of management expertise and quantitative metrics that show how to calculate human costs and productivity at three critical levels: Organizational (contributions to corporate goals); Functional (impact on process improvement) and Human resources management (value added by five basic HR department activities).
</td></tr>
<tr><td class="HeaderText"><a target="_blank" href="http://www.humancapitalinstitute.org/hci/events_webcast.guid;jsessionid=801D9D78B718ABBF0C099515C079B3DF?_trainingID=120">ROI in Talent Management. </a>
</td></tr>
<tr><td class="BodyText">Webcast Nov. 8, 2004. HCI's expert panel discusses findings and recommendations on how to get started in determining the hard and soft returns on your investment in human capital. Includes Dr. Jac Fitz-Enz, Professor John Boudreau, Dr. Robert Yerex.  Human Capital Institute. 
</td></tr>
<tr><td class="HeaderText"><a target="_blank" href="http://www.accenture.com/xd/xd.asp?it=enweb&xd=ideas%5Coutlook%5C2.2003%5Csummary_hp.xml">Human Performance: How to Boost Your Workforce Performance ROI</a>
</td></tr>
<tr><td class="BodyText">A representative human capital development framework of analytical measurement and planning tools that enable organizations to identify and measure the factors that affect organizational performance.  The framework uses four distinct levels of measurement to assess an organization's human capital practices and determine the benefits it receives from investments in people.&nbsp;&nbsp;Outlook Journal, May 2003. &nbsp;&nbsp;<a target="_blank" href="http://www.accenture.com/xdoc/en/ideas/institute/pdf/researchnote_197.pdf">&nbsp;&nbsp;<font size="1">Download</font></a>
</td></tr>
<tr><td class="HeaderText"><a target="_blank" href="http://www.humancapitalinstitute.org/hci/research_papers.guid?_symbol=ELUSIVE_ASSET">Harnessing the Elusive Asset: Developing Intangible Organizational Capital.</a>
</td></tr>
<tr><td class="BodyText">David Foreman.  White paper generally representative of the overall structure and relations of human capital and intangible assets. &nbsp;&nbsp;Sage Learning Systems and The Human Capital Institute.&nbsp;&nbsp;<a target="_blank" href="http://www.humancapitalinstitute.org/portal-upload/superuser/libraryPaper_9864.pdf"><font size="1">Download</font></a>
</td></tr>
<tr><td class="HeaderText"><a target="_blank" href="http://www.ddiworld.com/research/publications.asp">Developing Dimension-Competency Based HR Systems.</a>
</td></tr>
<tr><td class="BodyText">William Byham.  Monograph by a founding partner of this world leader in competency development explains their integrated methodology and it's results. Development Dimensions International (DDI).&nbsp;&nbsp;<a target="_blank" href="http://www.ddiworld.com/pdf/ddi_competencybasedhrystems_wp.pdf"><font size="1">Download</font></a>
</td></tr>
<tr><td class="HeaderText"><a target="_blank" href="http://leadership.gc.ca/categories.asp?lang=e&sub_id=16">Developmental Recommendations and Resources: Leadership Competencies for ADMs and Senior Executives.</a>
</td></tr>
<tr><td class="BodyText">Comprehensive and unbiased collection of competency definitions with selections of resources for development of each.&nbsp;&nbsp;Canadian Public Service Commission. &nbsp;&nbsp;<a target="_blank" href="http://leadership.gc.ca/static/adm/leadership_competencies_e.pdf">&nbsp;&nbsp;<font size="1">Download</font></a>
</td></tr>
<tr><td class="HeaderText"><a target="_blank" href="http://www.mercermc.com/Perspectives/">Unlocking the Last Asset: From Hunch to Science in Human Capital Management.</a>
</td></tr>
<tr><td class="BodyText">Dave Kieffer, 2003.  This type of analysis is especially powerful due to the ability to sort out results that are causal from those that are correlational. Executives will be able to target investments for maximum productivity, establishing a hard-to-copy strategic advantage.  &nbsp;&nbsp;Mercer Management Journal.&nbsp;&nbsp;<a target="_blank" href="http://www.mercermc.com/Perspectives/Journal/MMJ_pdfs/15/MMJ15_chapter4.pdf"><font size="1">Download</font></a>
</td></tr>
<tr><td class="HeaderText"><a target="_blank" href="http://www.mercermc.com/perspectives/">Tapping the Hidden Value of People.</a>
</td></tr>
<tr><td class="BodyText">Tom Love and Haig Nalbantian, Nov. 2003.  A new science of human capital management is becoming more prominent. It's characterized by rigorous systems thinking, a basis in firm-specific facts, and a focus on value creation. &nbsp;&nbsp;Mercer Management Journal. &nbsp;&nbsp;<a target="_blank" href="http://www.mercermc.com/perspectives/journal/MMJ_pdfs/16/MMJ16_chapter4.pdf"><font size="1">Download</font></a>
</td></tr>
<tr><td class="HeaderText"><a target="_blank" href="http://web.mit.edu/smr/issue/2004/summer/03/">The Education of Practicing Managers.</a>
</td></tr>
<tr><td class="BodyText">Jonathan Gosling and Henry Mintzberg, 2004.  The authors argue that contemporary management education does a disservice by standardizing content, focusing on business functions instead of managing practices and training specialists rather than general managers.  &nbsp;&nbsp;Sloan Management Review.&nbsp;&nbsp; 
</td></tr>
<tr><td class="HeaderText"><a target="_blank" href="http://management-education.net">Research in Management Education and Development series. </a>
<tr><td class="BodyText"> Charles Wankel and Robert DeFillippi. This series reflects and shapes thinking and practice in both academic and corporate-based education. Aspires to be a window on the future and a compendium of best practices. 
</td></tr>
<tr><td class="HeaderText"><a target="_blank" href="http://web.mit.edu/smr/issue/2002/winter/3/">Building Competitive Advantage Through People.</a>
</td></tr>
<tr><td class="BodyText">Christopher A. Bartlett and Sumantra Ghoshal, 2002.  With people in ascendancy over capital, say these highly respected authors, it is time to recall what a company actually is: a social institution designed to engage people in the achievement of a valuable and meaningful purpose.&nbsp;&nbsp;Sloan Management Review.&nbsp;&nbsp; 
</td></tr>
<tr><td class="HeaderText"><a target="_blank" href="http://www.uniconexed.org/">The International University Consortium for Executive Education.</a>
</td></tr>
<tr><td class="BodyText">UNICON - portal for executive education institutions and courses comprised of the world's leading business schools.  Caveat - interpreting the annual b-school rankings is complicated.  Many participants have biased the ratings by pandering to them at the expense of curriculum quality, and the schools in the overall top ten differ by less than chance.  In other words, the exact placements of the top schools cannot be determined statistically.  The best bet is to focus on leaders within disciplines.  
Business school Ranks:&nbsp;&nbsp;<a target="_blank" href="http://www.canadianbusiness.com/mba03/articles1.htm">Canadian Business</a>,&nbsp;&nbsp;<a target="_blank" href="http://news.ft.com/jobs/businessed">Financial Times</a>,&nbsp;&nbsp;<a target="_blank" href="http://www.usnews.com/usnews/edu/grad/rankings/mba/mbaindex_brief.php">US News</a>,&nbsp;&nbsp;<a target="_blank" href="http://www.businessweek.com/bschools/03/geographic.htm">BusinessWeek</a>. 
</td></tr>
<tr><td class="HeaderText"><a target="_blank" href="http://harvardbusinessonline.hbsp.harvard.edu/b02/en/common/item_detail.jhtml?id=8126BN">The Essential Coaching Collection. </a>
</td></tr>
<tr><td class="BodyText">  Comprehensive collection of resources from Harvard Business School Press providing the tactical advice and practice needed to develop the effective coaching techniques that deliver positive results.
</td></tr>
<tr><td class="HeaderText"><a target="_blank" href="http://harvardbusinessonline.hbsp.harvard.edu/b02/en/common/item_detail.jhtml?id=4287">Coaching: A Practical Guide to Improving the Performance of People.</a>
</td></tr>
<tr><td class="BodyText">Elearning course from Harvard ManageMentor series.
</td></tr>
<tr><td class="HeaderText"><a target="_blank" href="http://coaching.gc.ca/books/coaching_practices_e.asp">Coaching Practices for Managers.</a>
</td></tr>
<tr><td class="BodyText">Practical how-to guide for eight essential coaching practices of effective managers. &nbsp;&nbsp; Public Service Commission of Canada.&nbsp;&nbsp;<a target="_blank" href="http://coaching.gc.ca/books/coaching_practices_e.pdf"><font size="1">Download</font></a>
</td></tr>
<tr><td class="HeaderText"><a target="_blank" href="http://www.refresher.com">CEO Refresher Archives.</a>
</td></tr>
<tr><td class="BodyText">Ground level articles on Coaching, Executive Performance, Performance Improvement, etc.
</td></tr>
<tr><td class="HeaderText"><a target="_blank" href="http://www.amazon.com/exec/obidos/tg/detail/-/0415206391/qid=1099051502/sr=1-1/ref=sr_1_1/103-3306438-1403062?v=glance&s=books">Management Fads and Buzzwords: A Critical-Practical Perspective.</a>
</td></tr>
<tr><td class="BodyText">David Collins.  Unpacks the guru industry and the fads and buzzwords of management to provide a critical-practical analysis, designed to allow readers to locate, to understand and to critique management fashion. Sep, 2000.
</td></tr>
<tr><td class="HeaderText"><a target="_blank" href="http://www.amazon.com/exec/obidos/ASIN/1567203965/qid=1099051868/sr=11-1/ref=sr_11_1/103-3306438-1403062">Facing up to Management Fadism: A New Look at an Old Face.</a>
</td></tr>
<tr><td class="BodyText">Margaret Brindle, Peter Stearns.  A look at fads in organizational management, shows how they develop and become accepted, and gives managers advice on resisting unproductive and wasteful fads, including those imposed on them by senior officials. May, 2001.
</td></tr>
<tr><td class="HeaderText"><a target="_blank" href="http://www.amazon.com/exec/obidos/tg/detail/-/0415249457/qid=1099052099/sr=1-1/ref=sr_1_1/103-3306438-1403062?v=glance&s=books">Management Gurus and Management Fashion: A Dramatist Inquiry.</a>
</td></tr>
<tr><td class="BodyText">Brad Jackson.   Stimulates a much needed critical dialogue between practioners and academics about the sources of the underlying appeal of management gurus and management fashions, and their effect upon the quality of Management and organizational learning.  May, 2001.
</td></tr>
<tr><td class="HeaderText"><a target="_blank" href="http://www.amazon.com/exec/obidos/ASIN/0787944564/qid=1099052362/sr=11-1/ref=sr_11_1/103-3306438-1403062">Management Fads in Higher Education: Where They Come From, What They Do and Why They Fail.</a>
</td></tr>
<tr><td class="BodyText">Robert Birnbaum.  Develops a model for understanding the life cycle of management innovations, including their creation, development, and eventual adoption or abandonment.  Also explains the social and environmental factors that make institutions vulnerable to fads, plus the psychological issues that may lead academic managers to support failing fads.  July, 2001.
</td></tr>
<tr><td class="HeaderText"><a target="_blank" href="http://www.google.ca/search?hl=en&q=Management+Consulting&btnG=Search&meta=">Management Consulting Institutions</a> </td></tr>
<tr><td class="BodyText">
<a target="_blank" href="http://www.icmci.com/">International Council of Management Consulting Institutes.</a><br>
<a target="_blank" href="http://www.amcf.org/">Association of Management Consulting Firms.</a><br>
<a target="_blank" href="http://www.imcusa.org/">Institutes of Management Consultants, USA.</a><br>
<a target="_blank" href="http://www.mca.org.uk/mca/">The Management Consultancies Association UK.</a><br> 
<a target="_blank" href="http://www.feaco.org/">Federation of European Consulting Associations.</a><br>
<a target="_blank" href="http://www.mcni.com/">Management Consultant Network International.</a><br> 
<a target="_blank" href="http://www.camc.com/">Canadian Association of Management Consultants.</a><br> 
<a target="_blank" href="http://www.amed.org.uk/">Association for Management Education and Development</a><br>
<a target="_blank" href="http://www.ioma.com/">Institute of Management and Administration</a>
</td></tr>
<tr><td class="HeaderText"><a target="_blank" href="http://www.google.ca/search?hl=en&q=Coaching&btnG=Google+Search&meta=">Coaching Institutions</a></td></tr>
<tr><td class="BodyText">
<a target="_blank" href="http://www.executivecoachcollege.com/">College of Executive Coaching</a><br>
<a target="_blank" href="http://www.coachfederation.org/">International Coaching Federation</a><br>
<a target="_blank" href="http://www.academyofexecutivecoaching.co.uk/newsite/">Academy of Executive Coaching</a><br>
<a target="_blank" href="http://www.coachingnetwork.org.uk/">Coaching and Mentoring Network</a><br>
<a target="_blank" href="http://coaching.gc.ca/menu_e.asp">Coaching Connection</a><br>
<a target="_blank" href="http://www.executivecoachacademy.com/">Executive Coach Academy</a><br>
<a target="_blank" href="http://www.coaching.com/">Coaching.com  One-minute Blanchard</a><br>
<a target="_blank" href="http://dmoz.org/Business/Management/Consulting/Executive_Coaching/">Open Directory Project: Executive Coaching</a>
</td></tr>
<tr><td class="BodyText">The Executive Directions Digest is a periodic listing of 
information and resources suitable for advanced professional, executive and 
organizational development.   There are no paid placements, all links and information are freely available 
through public sources and search engines.  <A target="_blank"  href="http://www.cientia.net/">Cientia</a> is a simply a selective directory of  
public domain files and may be used at your discretion.  &nbsp;&nbsp;If you want further 
information, or believe you receive this Digest in error and wish to unsubscribe, please  
<A target="_blank"  href="http://www.cientia.net/Cientia.Newsletter.About.htm"><b>come here</b></a>, 
&nbsp;or <a href="mailto:Digest@Cientia.net?&bcc=Digest@Cientia.net&subject=CIENTIA resource or information request&body=Thank you for contacting us.  Our postal address is Cientia, Ltd.  6581 Nelson Ave.  West Vancouver, BC, Canada. V7W 2A5 ">
<b>contact</b></a> us.
</td></tr>
<tr><td><font color="#ffffff" size="1">Career advice, strategy and business, business strategy, strategies, strategic, strategize, strategy planning, strategic plan, organizational strategy, business model, business models, five forces, leading practices, leader, leaders, leadership, innovation, innovate, business innovation, sustainable innovation, innovation strategy, new innovations, creativity, creative ideas, idea, ideas, new business ideas, thoughts, thought leadership, intellectual leadership, business strategy, business ideas, knowledge, knowledge management, scenario thinking, scenario planning, best practice, value creation, value generation, business model, business models, profitable, profit, teams, teamwork, top team, top teams, competitor, competition, competitive advantage, compete, competitors, competing, competitive, performance, perform, productivity and performance, corporate culture, organizational culture, build corporate culture, CEO, chief executive officer, executive, corporate execuive, management, business adaptation, business renewal, business growth, turnaround, managers, manager, managerial, manage, senior management, management thinking, business model analysis, business definition model, business process reengineering, business process outsourcing, business process management, business process modeling, business process, consultants to the consultants, retail industry analysis, financial services industry analysis, industry trend analysis, analysis free industry, analysis banking industry, strategic sourcing, human capital, assessment, development, succession management, leadership, executive development, CEO, Boards of Directors, human resources, strategy, Chief executive, leaders, executives, executive, competence, leader, leading, psychologist, industrial, organizational, president, Appraisals, organizational psychologists, senior, director, personnel, Entrepreneurship, Performance, Consultants</font></td></tr>
</table>
<!-- Start of StatCounter Code -->
<script type="text/javascript" language="javascript">
var sc_project=381027; 
var sc_partition=1; 
</script>
<script type="text/javascript" language="javascript" src="http://www.statcounter.com/counter/counter.js"></script><noscript><a href="http://www.statcounter.com/free_hit_counter.html" target="_blank"><img  src="http://c2.statcounter.com/counter.php?sc_project=381027&amp;java=0" alt="hit counter" border="0"></a> </noscript>
<!-- End of StatCounter Code -->
</body>
</html>
Received on Monday, 1 November 2004 02:56:15 GMT

This archive was generated by hypermail 2.2.0+W3C-0.50 : Sunday, 17 July 2011 06:13:18 GMT