March 5, 2024

Jennifer Bryan

Jennifer Bryan is a published author, speaker and Director of Change and Leadership, who has worked with nearly 40 different organisations across multiple industries. She is also a Non Executive Board Member of the ACMP (Association of Change Management Professionals) UK Chapter. She believes in helping people – in whatever capacity she can – by making sure people are thought of first, last and throughout change projects and programmes. She has created a unique leading change framework, the ABChange Model, and uses her commercial insight to help lead people in change. Jennifer is author of Leading People in Change – A practical guide.

March 5, 2024

If you want to increase productivity, let an algorithm decide the incentives

by Neil Franklin • News, Workplace

Targeting workers with different incentive schemes based on their individual characteristics leads to greater performance and increased productivity and is much more effective than a one size fits all approach, according to new research from Frankfurt School of Finance & Management and published in the Management Science Journal. To study the impact of targeted incentive schemes on performance, Timo Vogelsang, Professor of Accounting at Frankfurt School of Finance & Management, alongside colleagues from University of Cologne, ran two large-scale experiments with more than 12,000 participants on Amazon MTurk. More →

March 5, 2024

Finding the spark of creativity in the routine and boredom of every day

by Mark Eltringham • Features, Premium Content

Every day, after a leisurely breakfast in bed and the opening of his post, Roald Dahl would wander down his garden to the grubby little hut crammed with personal paraphernalia he had created. There he would sharpen the six yellow pencils that were always by his side while he worked, settle into an armchair, put his feet up on an old suitcase filled with logs, place an American yellow legal pad of paper onto a makeshift board on his lap and work for two hours. More →

March 4, 2024

A quarter of projects don’t meet their stated goals – but that’s not because of remote working

by Neil Franklin • Business, Flexible working, News

A quarter of all projects do not meet the business goals that their organisations set for them, according to research published by the Project Management Institute (PMI) in the 15th edition of its Pulse of the Profession report – The Future of Project Work. The newly released report, based on the responses of over 2,000 project professionals and 300+ senior leaders around the world, paints what the report says is a concerning picture of project outcomes across various industries globally. The report also highlights the reasons for this and excludes remote working as a major factor. More →

March 1, 2024

The only way is ethics … the Workplace Cocktail Hour with David Sharp

by Neil Franklin • AI, Facilities management, Podcasts, Premium Content, Technology, Wellbeing, Workplace Cocktail Hour

David Sharp joins Mark Eltringham on the Workplace Cocktail Hour to share a bourbon, discuss a wide range of issues – and avoid one that won’t help either of them. They discuss the ethics of artificial intelligence, why we need more friction in our lives (and less seamlessness), the philosophy of work, how to deal with social media, the importance of making your own life more difficult on purpose, and the pleasures of finding out you are wrong about something.
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February 29, 2024

Two in five architects say they are already using AI on projects

by Jayne Smith • AI, Architecture, News, Technology

New research by the Royal Institute of British Architects (RIBA) suggests that 41 percent of UK architects are already using artificial intelligence (AI) on at least the occasional project, and of those, 43 percent think it has made the design process more efficient. The RIBA AI report includes the findings of a survey asking architects how they are using and plan to use AI. In the next 2 years, 54 percent of architects expect their practice to use AI, and 57 percent think it will improve efficiency in the design process. However, this ambition this doesn’t yet seem to be matched by investment, as 69 percent say their practice has not invested in AI research and development, and only 41 percent expect their practice to invest. More →

February 29, 2024

People overestimate their ability to handle unknown situations

by Neil Franklin • Business, News

New research suggests that people tend to be overconfident in their ability to handle unknown situations, which has implications for business and entrepreneurship. A team of international researchers has shared findings on what they describe as overconfident behaviour, which can lead to negative outcomes in business and personal decision-making. Professor Mohammed Abdellaoui, lead researcher and professor at HEC Paris, and colleagues including Han Bleichrodt from the University of Alicante, Spain, and Cédric Gutierrez from Bocconi University in Italy, revealed that our own attitudes to uncertainty play a role in how we assess our own abilities. More →

February 28, 2024

Young people should be the main focus of mental health efforts (and your chance to use free flexible workspace for a day)

by Neil Franklin • News, Wellbeing

Young people are now more likely to experience a common mental disorder (CMD) than any other age group – a complete reversal compared to two decades ago when they were least likely to. And the economic consequences are greatest for those whose poor mental health comes alongside poor educational outcomes, with one-in-three young non-graduates with a CMD currently workless, according to new Resolution Foundation research. More →

February 25, 2024

Memories of the Office Age

by Mark Eltringham • Cities, Features, Working lives

No author uses the built environment like J G Ballard. In his 1975 novel High-Rise, the eponymous structure is both a way of isolating the group of people who live and compete inside it and a metaphor for their personal isolation and inner struggles. Over the course of three months, the building’s services begin to fail. The 2,000 people within, detached from external realities in the 40-storey building, confronted with their true selves and those of their neighbours, descend into selfishness and – ultimately – savagery. More →

February 23, 2024

Rejection of flexible working request shouldn’t blind employers to their legal duties

by Amy Leech • Comment, Flexible working

Flexible working has continued in many workforces since the pandemic. The most common pattern is a hybrid one where employees split their time between the office and home. However some employees are now looking to work remotely on a permanent basis. This is what happened in Wilson v Financial Conduct Authority 2302739/2023. The Claimant submitted a flexible working application requesting to work entirely remotely using her computer and other electronic equipment and to complete all her work without attending a physical office location. The Respondent’s policy was that post-pandemic, the Claimant was expected to work in the office 40 percent of the time and could work the other 60 percent remotely. More →

February 22, 2024

Cities worldwide are grappling with the delicate balance between nighttime charm and sustainability

by Helen Parton • Cities, Environment, Features, Lighting

As well as the delights of daytime, cities around the world have long been defined by how their iconic landmarks come to life at night. Think of London’s illuminated riverside or Amsterdam’s canals lit up after dark. These vistas almost come to be synonymous with these places’ very identities. Aston Woodward, co-founder of asset management firm Oxygen also brings one of Australia’s best-known destinations into the mix. “Well-lit buildings at night in any city are attractive. Sydney is a good example and at night is dramatic. Many tourists as well as residents sit and admire a variety of size and colour and interactions generated from the buildings’ lighting.” More →

February 21, 2024

Leaders who vanish in times of crisis increase stress and likelihood of burnout

by Neil Franklin • Business, News

Leaders who are not present during a time of organisational crisis increase workers’ stress levels and the likelihood of them burning out, according to new research from a number of UK business schools, including Durham University Business School. The researchers show that when leaders are absent it creates a more toxic workplace, turning workers against management, as well as increasing workers’ stress, levels of absence and even turnover. More →