the importance of being unreasonable
DESCRIPTION
Presentation from Jamie Priestly given at the ConnectingHR Unconference at the Spring on Wednesday the 16th May 2012.TRANSCRIPT
The importance of being unreasonable
Jamie PriestleyWriting for Leaders
Thursday, 17 May 12
Thursday, 17 May 12
ClientsGrowth
Short term goals
EmployeesSustainabilityLong term goals
The manager as juggler
A B
Sources: Maister 2001;Heskett, Sasser, Schlesinger 2003
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4
“BP’s mission is to grow value for our shareholders in a way that is safe and sustainable.”
(Source: BP Sustainability Review 2010)
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Evidence-itis
“Deep business understanding can only be demonstrated via evidence-based HR.”
John McGurk, CIPD, April 2012
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“HR must be more data-savvy”
“...It is increasingly critical to to measure
return on investment in
HR activity.”
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Claim 1
Evidence approach often not high science
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‘Return on leadership’ by McKinsey
Source: Human Resources Manager International, Sept 2011
Thursday, 17 May 12
‘Return on leadership’ by McKinsey
Source: Human Resources Manager International, Sept 2011
“There is a correlation between leadership and business performance”
“The study shows that leaders make all the difference in powering growth”
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Claim 2Not everything that counts can be counted
E = MC2
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Claim 3Evidence ≠ neutral
“Process and data commonality enable the truth to be told…
As truth owner, the CFO can help shape operational decisions and strategic direction.”
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Rationality vs dogma I can prove that the earth goes round the sun
Galileo, you disappoint me
Galileo Galilei in 1623
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3 things to do
1. Dare to say what the evidence-based approach can’t explain
2. Show how other approaches shed light: psychoanalytic, critical, postmodern (both/and)
3. Beware artificial tidiness.
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3 things to read:
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“...When man is capable of being in uncertainties, mysteries, doubts without any irritable reaching after fact & reason.”
John Keats
Negative Capability
Thursday, 17 May 12