An article by McKinsey & Co. states that to build organizational resilience and generate value, HR leaders must do four things: Engage more directly and deeply with employees. Let employees bring their "whole person" to work. Spread decision-making across the organization. Expand their view of "talent" across the whole ecosystem. Read article

Receptivity to challenge from someone with a different viewpoint helps leaders reexamine their perspectives and validate their choices, writes Alaina Love for SmartBrief. Love writes of a study by Taly Reich of Yale University and Sam Maglio of the University of Toronto. The pair studied how leaders stubbornly defend a choice based on whether they made that choice rationally or emotionally. Reich and Maglio set up seven experiments and repeatedly found that the choices study participants were most likely to unwaveringly defend were choices where emotion or gut instinct drove the decision. "Further," Love writes, "they stubbornly defended and clung to those wrong choices and found a way to feel good about their decisions. One of the ways in which they did so was by questioning the competency of the individuals who provided proof of their mistake." Click for article  

Any organization can get decision rights right if its leaders will give the matter enough attention and focus, according to a Deloitte Insights article by Tiffany McDowell and David Mallon. Getting it right, according to the authors, depends largely on a small set of factors. Their research shows that organizations with high organization design maturity: Simplify and clarify decision rights across the organization. Establish strong, transparent accountability for decisions made. Align individuals in decision-making groups to a common mission. Encourage distributed authority. Prioritize the customer voice in decisions. Click for article