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Links 1 through 10 of 2429 Bob Embry's Bookmarks

The worst-kept secret in companies has long been the fact that the yearly ritual of evaluating (and sometimes rating and ranking) the performance of employees epitomizes the absurdities of corporate life. Managers and staff alike too often view performance management as time consuming, excessively subjective, demotivating, and ultimately unhelpful. In these cases, it does little to improve the performance of employees. It may even undermine their performance as they struggle with ratings, worry about compensation, and try to make sense of performance feedback.

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It is almost universally agreed that more education is good for society. But it turns out that some popular educational policies achieve very little, while others that are often overlooked can make a huge difference.

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There’s no silver bullet, but success requires being able to identify technologies, understand their implications, and deploy them in an effective, structured way in your organization.

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The German government is looking at new ways to work with what are essentially ISIS dropouts, and it is drawing from its previous work with right-wing extremists.

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If you want proof that the economy isn’t quite back to the “normal” we knew before the Great Recession, all you have to do is look at the number of young adults moving back home with their parents. At the other end of the spectrum — and perhaps on a more positive note — with people living longer, we’re also seeing a growing number of elderly parents moving in with their grown kids.

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However, the painful reality is that most transformations fail. Research shows that 70 percent of complex, large-scale change programs don’t reach their stated goals. Common pitfalls include a lack of employee engagement, inadequate management support, poor or nonexistent cross-functional collaboration, and a lack of accountability. Furthermore, sustaining a transformation’s impact typically requires a major reset in mind-sets and behaviors—something that few leaders know how to achieve.

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Back when the 2005-07 housing bubble was brewing, photos of impossibly small houses selling for insanely high prices famously made the rounds.
It was one of those signals that you look back on and say, “Hmmm … that was a clear indictor of trouble ahead.”

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Higher population density equals higher frequency of interactions, and the more interactions there are, the more you can figure out what you’re good at and what you’re not. Then, we stop doing what’s not good, and we become better at the good. That’s specialization. That’s productivity. Doing that with as many people as you can creates the opportunity for growth.

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The meeting of G-20 finance ministers and central bank governors in Washington, DC last week concluded on a sour note. Small wonder: Global growth prospects have dimmed amid a variety of risks now emanating from both advanced and developing countries.
The meeting’s participants addressed – yet again – the need for greater policy coordination, more fiscal stimulus, and a variety of structural reforms. And that discussion has become more urgent, given the widespread view that monetary policy may not have much ammunition left, and that competitive devaluations would do more harm than good.

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