January 2014

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Written by Elizabeth Eyre on 1 January 2014 in Magazine

Happy New Year! I hope you had a peaceful and enjoyable festive season and are refreshed, reinvigorated and ready for the challenges that 2014 will bring.

I also hope that you like our new look. We have introduced a new way of classifying the content of the magazine that I hope will make it easier for you to see at a glance what is in each issue and to identify articles that you are particularly interested in reading. It will also inject a bit more colour into the pages and make TJ an even more engaging read.

Your feedback on the design refresh is welcome, so please don't hesitate to contact us with your comments. Our details are listed in the panel on the left, if you wish to contact members of the TJ team directly, but you can also share your thoughts on the TJ Forum or with our LinkedIn group.

This month, we bring you articles on themes ranging from leadership, change management and communication to OD, learning technology and developing teams. In this month's cover article, Julie Price warns against doing teambuilding events just for the sake of having a nice day out.

Another perspective on building and developing teams comes on p55 from Mike Essex, who draws on his experience of carrying out charity work in Africa, as part of a team of international volunteers, to formulate some rules for getting the best performance possible from team members.

In the learning technology arena, Donald Doak explains on p13 why giving employees the tools to enable them to solve problems as they arise in the course of their work - "context-based learning" - helps to make learning more sustainable, while, on p18, Bert de Coutere assesses the possibilities that MOOCs offer for corporate learning - do they have a place in an organisational learning strategy? On p32, Dominic King argues that animation has come of age and can offer learners tangible benefits.

We have two articles on leadership this month: an interview on p9 with the president-elect of the Chartered Management Institute, who shares his views on effective leadership, and a case study on p60 on the success of servant leadership from Ed Chacksfield.

Communication skills come under the spotlight in articles by Millie Baker and Daniel Kingsley, who argue on p23 that speakers need to be authentic to get their message across successfully, and Jan Rabbetts and Pam Jones, who share some strategies on p28 for having difficult conversations.

On p45, David A Buchanan and Steve Macaulay explain how to be a successful leader of change, while, on p50, Asher Rickayzen explains his "Challenger" model of change management. And Erik de Haan and Christiane Nieß share the results of their research into perceptions of change brought about by coaching on p65.

Alan Williams and Alison Whybrow outline their approach to ensuring organisational values are lived by employees on p37.

Happy reading!

Elizabeth Eyre, Editor



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