Author: Jim Morgan

Drawing of an 1800s man at a dinner table shocked by the bill

A Response to Major Change with a Major Twist

“…we must analyse whether the corporation is satisfying these basic demands: the promise that opportunities be equal and rewards be commensurate to abilities and efforts; the promise that each member of society, however humble, be a citizen with the status, function and dignity of a member of society and with a chance of individual fulfillment …

Read more

The Science of RTO: How to Balance Remote and Office Work

During the pandemic lock-downs, some executives finally learned something scholars have known for a long time: Most people are just as productive at home, if not more so, if the nature of their work allows it. However, a mountain of research shows physically collocated teams outperform similar virtual teams. Put those two points together, and …

Read more

Drop the Carrot and Stick: The Science of Motivation

In 1999, before I danced away the millennium on New Year’s Eve to Prince while ignoring fears about the Y2K Bug, a major study began changing the way researchers viewed worker motivation. Lead author Edward Deci was the first to propose in 1971 that workers might have internal motivations that had nothing to do with …

Read more

The Radical Agilist Blog

“The Radical Agilist Blog” reports scientific evidence related to teamwork, leadership, agility, and business governance in a way managers can apply every day. It fights the “Management Knowledge/Practice Gap” between what scholars know about the workplace and what too many managers still do. Subscribe to get the latest news as soon as it’s published! This …

Read more

How to Become an Agile/Servant Leader in One Meeting

Forget Kanban, SAFe, LeSS, and even my own system Full Scale agile™ (FuSca™): If you are a manager pondering how to adopt Agile, your direct-report team can be there in just one meeting. Just as quickly, you will become the kind of servant/transformational leader generations of management gurus have talked about, but few managers actually …

Read more

Social Power: Root Cause of Injustice on the Streets and in the Office

Although I already planned on linking my earlier posts on social power to bias in the workplace, events in the streets reinforce the need. I believe the belated global discussion around racism overlooks an underlying factor that must be addressed if we are ever going to gain the moral, social, and financial benefits of truly …

Read more

Stop Calling These Practices “Radical!”

TED talks by managers who try radically weird leadership practices and get amazing results… those are the exceptions that prove the rule, right? If the way most companies are run is a problem, more would change, right? Sorry, but no. The reason companies succeed while using standard practices is because they are competing against companies …

Read more

Executives Who Really Want Diversity Must Reconsider their Public Words

Imagine the scene: A large hotel conference room in America filled mostly by white males in dark suits and plain shirts. A coterie of darker-skinned servers works the sea of tables. An older white male emcees the proceedings, and another asks everyone to bow their heads in prayer before delivering a Judeo-Christian blessing. After lunch, …

Read more

Extreme Effectiveness: Does Your Firm Match the Model?

Do you work for an extremely effective organization? No offense, but I doubt it, after writing a paper on the concept. Let’s try a “thought experiment,” though. I will share a high-level summary of the characteristics of an effective organization according to science, footnoted with my sources so you can double-check me. Then I’ll take …

Read more