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Three Laws of HRD by Sugato Lahiry
Mind Bankers of the Corporation by Sugato Lahiry
Interview: Robert Kaplan by Diederick Stoel
Learning through Adventure by Sugato Lahiry
Learning via Lab by Sugato Lahiry
Management by Emulation  by Sugato Lahiry
Organisational Culture by Sugato Lahiry
Building Organisational Commitment  by Sugato Lahiry
Blueprint for Perception Training by Sugato Lahiry

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Three Laws of HRD
Law No. 1: HRD managers must not make any real impact on the organization, nor, through misguided zeal, influence any major decision that contradicts time-honored practices. (Read on)

Mind Bankers of the Corporation
Every organization has its share of people who possess knowledge and expertise that are extremely valuable to the organization. But unfortunately people are a perishable commodity and with their departure they often take away with them, particular knowledge and skills that are extremely difficult to replace and regenerate. (Read on)

Interview: Robert Kaplan to Diederick Stoel
Netherlands-based researcher, consultant, and HR Future Point man, Diederick Stoel asks Dr. Robert Kaplan to elaborate on some of the thinking in his new book, Strategy Maps: Converting Intangible Assets into Tangible Outcomes. (Read on)

Learning through Adventure
The marketing director is standing on the wall. In a dark blue tracksuit and a pair of trekking shoes, a crash helmet on his head, his eyes blindfolded - the familiar figure looks extremely unreal and alien. Inwardly he is trying to fight back the numbness that is slowly overtaking him at the thought of the impending leap. (Read on)

Learning via Lab
Slowly, painfully, and tentatively, another very different set of group norms develop, where tact and guile are dispensed with in an atmosphere of free and open communication. (Read on)

Management by Emulation
The issue had been discussed threadbare, leaving nothing to chance. The questions of ethics and image, time scale and cost and above all chances of success of the operation had been raised and dealt with. At one point, the committee had also called in the initiator of the strange proposal. His logic had been simple and facts impressive. Finally it was time to take a decision. (Read on)

Organisational Culture
Can corporate cultures be managed or are they unchangeable? This is an important question for, unless it is possible to gain control over corporate culture and guide it through planned' changes in the desired direction, the whole subject becomes an academic exercise and is of very limited practical utility. (Read on)

Building Organisational Commitment through Organisational Culture
The finding that the content of an organisational culture is associated with employee commitment offers a foundation for considering culture change programs as a means of OD intervention. (Read on)

A Blueprint for Perception Training
Any HR professional worth her salt knows that all people problems in organisations turn out to be, at least in part, problems of perception. (Read on)


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