What is 'gut feeling' and how can it be harnessed? To what extent should business decisions be informed by 'instincts' which may seem irrational or impossible to quantify? Inside Intuition examines how the latest developments in social psychology and cognitive psychology, as well as exciting new insights from evolutionary psychology and cognitive neuroscience, can be used to explain the phenomenon of 'gut feeling' which has for decades been shrouded in magic and mysticism. This book provides a highly readable scientific explanation of 'gut feeling', and the sometimes profound effects it can have in decision-making in business, management and other professional contexts. Using examples ranging from Boeing to Buddhism, it explains how managers and other decision makers can make better use of this pervasive, involuntary and ubiquitous phenomenon in their personal and professional lives to support creativity, innovation and interpersonal functioning. Inside Intuition is essential reading for all advanced students of business and management, and for managers and professionals at all levels.

"Learning in Organizations" focuses on the issues of diversity in the context of organizational learning. It examines those diversities present in organizations among learners and the diverse learning contexts that are present both within and between organizations. In order for learning to be effective and efficient these diversities must be acknowledged and addressed in the learning design process.
The authors identify the challenges that diversities present and demonstrate how to organize and implement learning in relation to the workplace. They show that there are no generic solutions to diversity issues and offer context specific solutions to the dilemmas and issues that diversities present. This is essential reading for all those studying human resource management and development and anyone involved in learning in organizations.

Taking a fresh and innovative approach to the complexities and challenges inherent in organizational learning diversity, the authors show that there are no generic solutions. They argue there is no 'best way' of planning, organizing and implementing learning in relation to the workplace and instead provide context-specific solutions to the dilemmas and issues that diversities present.

With an international approach, grounded in theory and incorporating strong practical examples, this book is essential reading for all those studying, teaching or practising human resource development, human resource management or professional education.

This book explores the science behind intuitive decision-making in business, and shows how people's innate capacity for intuition can be nurtured and strengthened to maximize performance. We are all familiar with those perplexing situations when we think we 'just know' without knowing how or why we know. In professional life it might be the job candidate's CV that checks all the boxes but somehow doesn't stack-up: should we perform some due diligence and dig a little deeper? In personal life it could be the apartment that we're looking to rent that just felt right the minute we walked through the front door: should we trust our hunch and grab it while we can? What if time is of the essence? What if there isn't any more data to be had in the time available? In this volume, Eugene Sadler-Smith examines why situations like these often leave us in a quandary, and why these decisions so often leave us in two minds. He reveals that metaphorically speaking, we have two minds in one brain: an 'analytical mind' and an 'intuitive mind', which sometimes come to quite different conclusions about what we ought to do in those consequential decisions that permeate our professional and personal lives. Rather than thinking of our intuitive and analytical minds in constant battle with each other, we might instead think of them as two information-processing systems that have evolved to complement each other. The main idea of this book is that our analytical mind evolved to 'solve' whilst our intuitive mind evolved to 'sense'. Neither is infallible, and our intuitions can be both flawed and marvellous at the same time. The author's clear and detailed explanation of the science behind intuition reveals how we can make intelligent use of our intuition to sense and solve our way through a world that is fast-moving, complex, and uncertain.

This text describes, analyses and synthesises a wide range of contemporary issues from research and practice in the field of individual and collective workplace learning and development.
Enables students and managers of learning and development (L&D) to understand the theory and practice of L&D in organizations.
Explores the concept of learning from a variety of perspectives through the use of examples of research and practice from all over the world.
Takes a broad view of learning as encompassing both explicit and implicit and individual and collective learning processes.
Argues that the practice of L&D should be based upon a rigorous theoretical and empirical base.
Each chapter uses synopses of research studies and case studies from businesses to illustrate the most important theories, concepts and models.
Lists of key concepts, knowledge outcomes, 'perspectives from practice', 'perspectives from research', discussion points (for individual or class use), and concept checklists to benefit both students and teachers.
Is illustrated throughout with diagrams, tables and 'L&D facts and figures'.

Combining theoretical rigor, practical relevance and pedagogical innovation, Human Resource Development: From Theory into Practice is an essential resource for students working towards a career in human resource development (HRD), human resource management (HRM), occupational and organizational psychology, and related areas of business management and organization. Key features: * Aligns with the CIPD Professional Standards and the CIPD's Level 7 Diploma in Learning and Development. * Covers all the basics in the fundamentals of HRD theory and practice, as well as cutting-edge topics such as the e-learning, 'hybrid learning', neuroscience and learning, 'learning ecosystems', and the 'new learning organization' science of learning. * Follows a unique framework based on the a distinction between 'micro-HRD', which zooms-in on the fine detail, meso, and 'macro-HRD', which zooms-out to look at the bigger picture. * Includes a rich array of research insights, case studies and examples from a wide range of contexts. * Offers a variety of learning features, including 'perspectives from practice' and 'in their own words', which help to bridge the gap between theory and practical application. This up-to-date and authoritative textbook is accompanied by a comprehensive instructor's manual and PowerPoint slides to support lecturers in their teaching.

Investigating the societal, economic, financial and reputational costs of hubristic leadership, with insights into the characteristics and causes of this phenomenon, and recommended safeguards to avoid hubris from happening in the first place. As research into hubristic leadership becomes increasingly popular following recent political developments, the book adopts an inter-disciplinary approach to investigating this form of leadership. Outlining what causes hubristic leadership in the first place, the author looks at how it's potentially destructive consequences can be anticipated and avoided through an informed stance of moderation, critical analysis and reflexivity. Examples are drawn from business and politics including the Lehmann Brothers, BP and Deepwater Horizon, Blair and Bush in the Iraq Invasion, NASA, and Donald Trump. Ideal reading for undergraduate and postgraduate students in business and management, leadership, and organizational behaviour. Check out the Hubris Hub for further information on hubristic leadership, including a regularly updated blog written by author Eugene Sadler-Smith.

Investigating the societal, economic, financial and reputational costs of hubristic leadership, with insights into the characteristics and causes of this phenomenon, and recommended safeguards to avoid hubris from happening in the first place. As research into hubristic leadership becomes increasingly popular following recent political developments, the book adopts an inter-disciplinary approach to investigating this form of leadership. Outlining what causes hubristic leadership in the first place, the author looks at how it's potentially destructive consequences can be anticipated and avoided through an informed stance of moderation, critical analysis and reflexivity. Examples are drawn from business and politics including the Lehmann Brothers, BP and Deepwater Horizon, Blair and Bush in the Iraq Invasion, NASA, and Donald Trump. Ideal reading for undergraduate and postgraduate students in business and management, leadership, and organizational behaviour. Check out the Hubris Hub for further information on hubristic leadership, including a regularly updated blog written by author Eugene Sadler-Smith.