Communication, collaboration & innovation | Page 7 (614 items)

Negative feedback has many problems, but even positive feedback can backfire, according to a leadership specialist who says too much of the latter can have "diminishing returns".

There's "no worse response" to allegations of a toxic culture than sending out a "spokesperson" in place of a leader, according to a culture consultant who says this will only exacerbate reputational damage.

A team whose members work as "lone rangers" might have "pockets of brilliance", but if individuals don't work together, their collective success will be limited, an author warns.

When it comes to setting boundaries that allow people to disconnect from work, employees tend to think this responsibility lies with their employer, rather than themselves, research suggests.

A new initiative is helping an inclusive employer address the assumption held by some employees that because they're not managers or leaders, it's not their place to contribute business-related ideas to management.

Feeling safe to speak up is a key characteristic of a psychologically safe environment, but the obligation to provide one has left some leaders "scared witless", and unsure of what they can and can't say, a psychologist says.

Trying to navigate tensions that arise due to pluralism and polarisation without first strengthening the "moral muscles" required is like trying to run a marathon without training, a leader warns.

When employees are disengaged, but resolve to stay with the organisation for want of a better option, they can start perceiving problems where they don't exist, a conflict resolution specialist warns.

Quiet conflicts exist in every workplace, but by implementing five key principles, leaders can address the underlying 'primal' drivers and facilitate effective resolution, says a conflict coach.

Since the early days of R U OK? Day, employers have become a "lot better" at handling workplace wellbeing and mental health conversations, a psychological safety expert says.