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Publications

As part of ongoing research efforts to determine best practices in leadership and organization development, the DecisionWise partners have published a number of articles in professional, academic, and trade publications.

Featured Publication: Trust and the Unbalanced Employee Experience

Asymmetrical information is the enemy of trust. Unsurprisingly, trust is eroded when we believe others are withholding information or where we do not have enough information on our end to move forward with conviction. More

Featured Publication: Is Your Employee Ready to be a Manager?

This article was written by Rebecca Knight on October 17, 2016 in the Harvard Business Review online publication. Case Study #2 features DecisionWise Principal Consultant, Marcy Fetzer. When Marcy Fetzer—a principal consultant at DecisionWise, the Springville, Utah-based company that focuses on employee engagement—assesses candidates for leadership roles, she looks for evidence that they appreciate the importance of an empathetic and participative culture. More

Featured Publication: Great Leaders Do More Than Manage Expectations, They Align Them

Managing expectations produces employee satisfaction. Aligning expectations produces loyalty. For decades, power was held squarely by the employers, simply because employees only had access to one or two employment options. That was it. An employer was able to set expectations for its employees and demand they be followed with exactness. Carrots did not exist, but sticks were abundant. After all, what else could the employees do? Where could they go? More

Featured Publication: Looking Through the Lens of the Leader

We all experience the world differently. Is it possible that employees screen information through a different lens than that of leadership? There are a number of explanations, both psychological and physical, as to why we see (taste, feel, experience…) things the way we do. It’s an interesting area of study, which I won’t get into. However, we all experience the world differently. This holds true when it comes to the way we see the organizations in which we work. More

Featured Publication: 4 Questions That Challenge Your ‘Leadership Inheritance’

A few weeks ago I found myself in a client’s stark, windowless conference room waiting yet again to interview another unhappy employee. As I waited -- thinking about what I had been learning from these interviews -- it occurred to me that Millennials are more prepared than we think to design and lead successful organizations. More

Featured Publication: Is Your Organization Playing the ‘Gossip Game?’

Most of us have played the gossip game -- where you whisper a phrase or saying to the person next to you at a party. Then, that person whispers what they heard to the next person, and the pattern is repeated as the “supposed” message makes its way around the room. The fun part is when you compare the original saying with the message that was actually heard by the last person. The discrepancies are both humorous and alarming especially when you think about messages that might really matter. More

Featured Publication: 6 Reality Therapies to Cure ‘Expectation Asymmetry Disorder’

I am going to make an unqualified claim: nearly all organizations, leaders, managers and individual contributors suffer from a serious condition known as expectation asymmetry disorder (EAD). Expectation asymmetry disorder is evidenced by expectation gaps. Expectation gaps occur when one party in a relationship believes the other person will do something. Here's an example. More

Featured Publication: What to Do When Your Company Is Being Held ‘Hostage’ By a Toxic Employee

Employees are the lifeblood of the organization. Your employees are your organization. Employees build the organization, run the organization and drive your organization’s success. But, employees can also take down the organization. In fact, you may be facing an organizational crisis right now, without even realizing it. More

Featured Publication: 4 Steps to Keep Feedback From Being Useless

Have the requests for comments and feedback created an unwieldy world of data overload? Are we commenting just to comment as opposed to trying to improve processes or people? At times, it certainly feels this way. This is why focusing on these four steps will improve the value of feedback within your organizations and provide structure to make the data more useful. More

Featured Publication: Why Some Employees Simply Won’t Grow

As we conduct exit interviews within organizations, we hear a recurring theme -- I’m leaving for more growth opportunities, or I’m feeling like I’ve topped out here. More

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