Call it Grant vs. Goleman. Two academic heavyweights face off on a topic that every student of leadership and HR cares — or at least hears — a lot about: emotional intelligence. Wharton professor Adam Grant kicks it off with a LinkedIn blog post, “Emotional Intelligence Is Overrated,” arguing that “it’s a mistake to base hiring or promotion decisions on it” and that “even in emotionally demanding work, when it comes to job performance, cognitive ability still proves more consequential than emotional intelligence.” Daniel Goleman, the psychologist credited with coining the term EI (and, full disclosure, a friend), issues his rebuttal, “Let’s Not Underrate Emotional Intelligence,” questioning the specific assessment of EI used by Grant, and referring to the various studies conducted by “The Consortium for Research on Emotional Intelligence.” And the comments fly.
What is the most common resource that’s always in short supply? The answer, of course, is time. This applies not only to your time, but to your team’s. It’s the one organizational resource that is neither expandable nor renewable. Therefore, making sure that time is spent in ways that will have the biggest impact is a critical determinant of organizational success.
Goal setting is a powerful process for thinking about your ideal future, and for motivating yourself to turn your vision of this future into reality. The process of setting goals helps you choose where you want to go in life. By knowing precisely what you want to achieve, you know where you have to concentrate your efforts. You’ll also quickly spot the distractions that can, so easily, lead you astray.
Unsociable people, or “loners,” can do brilliant work. However, they may also affect your group’s effectiveness, if you don’t handle them well. In this article, we’ll look at what you can do to manage the loners on your team.
The bigger the data, the more profitable and productive predictive analytics can be. But that’s conventional wisdom. Innovators more intent on inventing the future than predicting it should look hard at how cutting-edge scientists now computationally massage their big data. “AI” — artificial intelligence — is giving way to “AH” — automated hypothesis. AH, not AI, will increasingly inspire tomorrow’s breakthrough innovation.
Successful innovators care about solving interesting and important problems — innovation is merely a byproduct. If this distinction seems like hair-splitting, it isn’t. The two focuses create vastly different realities.
This report provides background on the Robert Wood Johnson Foundation’s vision to build a culture of health and discusses how hospitals are contributing to community health improvement. It reports the findings of a review of 300 community health needs assessments, provides strategic considerations for hospital engagement in community health improvement and offers a model of the hospital’s role in building a culture of health.
This report was commissioned by Public Health England, Health Education England and the Department of Health to provide analysis and intelligence of which staff roles make up the core public health workforce in England. The research concludes that the number of core public health workers in England is likely to range from around 36,000 to 41,000 people. The size of the range should be viewed as an indicator of the lack of reliable workforce data for several professions or staffing groups outlined in the report.
One of the recommendations of the Francis Report and the government’s response was that every hospital patient should have the name of the consultant and nurse responsible for their care above their bed: the ‘responsible consultant/clinician’ and ‘named nurse’. This letter to all foundation trust medical and nursing directors outline details of the implementation of the ‘responsible consultant/clinician’ and ‘named nurse’ recommendation. Each NHS trust has been asked to provide the relevant information on the implementation of these recommendations.
The Secretary of State for Health RT Hon. Jeremy Hunt this week launched the new national patient safety collaborative programme at an event that brought together all the collaboratives for the first time.
The programme aims to improve the safety of patients and ensure continual learning sits at the heart of healthcare in England. It is being coordinated by NHS Improving Quality and will be made up of a network of 15 Patient Safety Collaboratives, each led by an academic health science network (AHSN).