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	<title>Comments for Corporate Sensemaker</title>
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	<link>http://lucasolari.com</link>
	<description>Luca Solari: Making Sense of Change</description>
	<lastBuildDate>Tue, 21 May 2013 02:30:34 +0000</lastBuildDate>
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		<title>Comment on The New Yorker&#8217;s Epic Fail On Innovation &#8211; Forbes by Karma, the Most EPIC of FAILS &#124; The Arkside of Thought &#124; Poetry, Philosophy, Politics &#38; Life</title>
		<link>http://lucasolari.com/2013/05/19/the-new-yorkers-epic-fail-on-innovation-forbes/#comment-92</link>
		<dc:creator><![CDATA[Karma, the Most EPIC of FAILS &#124; The Arkside of Thought &#124; Poetry, Philosophy, Politics &#38; Life]]></dc:creator>
		<pubDate>Tue, 21 May 2013 02:30:34 +0000</pubDate>
		<guid isPermaLink="false">http://lucasolari.com/?p=1200#comment-92</guid>
		<description><![CDATA[[&#8230;] The New Yorker&#8217;s Epic Fail On Innovation &#8211; Forbes (lucasolari.com) [&#8230;]]]></description>
		<content:encoded><![CDATA[<p>[&#8230;] The New Yorker&#8217;s Epic Fail On Innovation &#8211; Forbes (lucasolari.com) [&#8230;]</p>
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		<title>Comment on A recording of my presentation at HRPS in Denver by Gen Y&#8217;s Self-fulfilling Prophecy &#124; Corporate Sensemaker</title>
		<link>http://lucasolari.com/2013/04/28/a-recording-of-my-presentation-at-hrps-in-denver/#comment-91</link>
		<dc:creator><![CDATA[Gen Y&#8217;s Self-fulfilling Prophecy &#124; Corporate Sensemaker]]></dc:creator>
		<pubDate>Fri, 10 May 2013 20:00:37 +0000</pubDate>
		<guid isPermaLink="false">http://lucasolari.com/?p=1136#comment-91</guid>
		<description><![CDATA[[&#8230;] I believe it is so related to my recent post on the HRPS global conference (watch the video here: HRPS Video)    Tags: Business, Business and Economy, Employment, ethics, Generation Y, Government, [&#8230;]]]></description>
		<content:encoded><![CDATA[<p>[&#8230;] I believe it is so related to my recent post on the HRPS global conference (watch the video here: HRPS Video)    Tags: Business, Business and Economy, Employment, ethics, Generation Y, Government, [&#8230;]</p>
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		<title>Comment on Is management a religion? by Ahead of the Curve: Two Years at Harvard Business School &#124; Tim Batchelder.com</title>
		<link>http://lucasolari.com/2012/11/05/is-management-a-religion/#comment-83</link>
		<dc:creator><![CDATA[Ahead of the Curve: Two Years at Harvard Business School &#124; Tim Batchelder.com]]></dc:creator>
		<pubDate>Mon, 12 Nov 2012 04:00:36 +0000</pubDate>
		<guid isPermaLink="false">http://lucasolari.com/?p=979#comment-83</guid>
		<description><![CDATA[[...] Is management a religion? (lucasolari.com) [...]]]></description>
		<content:encoded><![CDATA[<p>[...] Is management a religion? (lucasolari.com) [...]</p>
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		<title>Comment on The three utmost questions before talking engagement by Is management a religion? &#124; Corporate Sensemaker</title>
		<link>http://lucasolari.com/2012/10/28/the-three-utmost-questions-before-talking-engagement/#comment-76</link>
		<dc:creator><![CDATA[Is management a religion? &#124; Corporate Sensemaker]]></dc:creator>
		<pubDate>Mon, 05 Nov 2012 18:41:15 +0000</pubDate>
		<guid isPermaLink="false">http://lucasolari.com/?p=889#comment-76</guid>
		<description><![CDATA[[...] The three utmost questions before talking engagement (lucasolari.com) [...]]]></description>
		<content:encoded><![CDATA[<p>[...] The three utmost questions before talking engagement (lucasolari.com) [...]</p>
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		<title>Comment on The evolution of HRM: a novel description by admin</title>
		<link>http://lucasolari.com/2012/05/26/the-evolution-of-hrm-a-novel-description/#comment-44</link>
		<dc:creator><![CDATA[admin]]></dc:creator>
		<pubDate>Wed, 30 May 2012 13:23:52 +0000</pubDate>
		<guid isPermaLink="false">http://lucasolari.com/wp/?p=752#comment-44</guid>
		<description><![CDATA[Dear Guido,

I really appreciate you taking the time to comment on this post. 
Let me elaborate on your comment. I do perceive that we followed a path out of the very nature of organizations, which according to Barnard in 1938 should have been considered the greatest accomplishment of humankind. In Barnard, profit was considered an operating condition not a goal per se. The impact of simplistic views on economy and human behavior has lead to a systematic overstatement of issues like profits, EBIT, and incentives. Ghoshal stated it clearly when he attacked the intellectual dominance of agency theory in management schools. Economists have it wrong as demonstrated by the failure of their approaches to complex socio-economical and organizational issues, but they are so powerful (because simplistic) to dominate any debates. Actually, economics far from being an empirical science is in its mainstream interpretation a strictly normative approach, which studies departures of reality from models, rather than modeling better what reality is...
This turns into different possible ways out. One is to analyze impact of HRM policies as advocated by Boudreau and Ramstad, instead of measuring short term efficiency and effectiveness. Another is to recognize that long term value matters most, but this is harder to accomplish, given the taken-for-granted assumptions of investors and managers.  I think a deep rethinking of assumptions on economics and business is much needed, but I find it hard to imagine it can happen soon.]]></description>
		<content:encoded><![CDATA[<p>Dear Guido,</p>
<p>I really appreciate you taking the time to comment on this post.<br />
Let me elaborate on your comment. I do perceive that we followed a path out of the very nature of organizations, which according to Barnard in 1938 should have been considered the greatest accomplishment of humankind. In Barnard, profit was considered an operating condition not a goal per se. The impact of simplistic views on economy and human behavior has lead to a systematic overstatement of issues like profits, EBIT, and incentives. Ghoshal stated it clearly when he attacked the intellectual dominance of agency theory in management schools. Economists have it wrong as demonstrated by the failure of their approaches to complex socio-economical and organizational issues, but they are so powerful (because simplistic) to dominate any debates. Actually, economics far from being an empirical science is in its mainstream interpretation a strictly normative approach, which studies departures of reality from models, rather than modeling better what reality is&#8230;<br />
This turns into different possible ways out. One is to analyze impact of HRM policies as advocated by Boudreau and Ramstad, instead of measuring short term efficiency and effectiveness. Another is to recognize that long term value matters most, but this is harder to accomplish, given the taken-for-granted assumptions of investors and managers.  I think a deep rethinking of assumptions on economics and business is much needed, but I find it hard to imagine it can happen soon.</p>
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		<title>Comment on The evolution of HRM: a novel description by Guido Buffo</title>
		<link>http://lucasolari.com/2012/05/26/the-evolution-of-hrm-a-novel-description/#comment-43</link>
		<dc:creator><![CDATA[Guido Buffo]]></dc:creator>
		<pubDate>Wed, 30 May 2012 10:12:11 +0000</pubDate>
		<guid isPermaLink="false">http://lucasolari.com/wp/?p=752#comment-43</guid>
		<description><![CDATA[Dear Luca,
nice and interesting article; with highly stimulating hints to evaluate.
Considering your statements, I wonder if some of the complexities that you mentioned should be removed, either considering  the relationship between Business and Human Capital Management logics in small-medium sized companies, and - but this is just a personal belief - looking at the undergoing economics. The point of separation you highlighted, namely between: &quot;the abstract world of business and technology and the world of human beings&quot; is somehow, at least to some extent considering my personal experience, the  
core of a major underlying issue that seems to remain quite untouched. As I&#039;m sure you understood, what I&#039;m referring too is the everlasting consideration for &quot;results&quot; which - somehow unreasonably - does not seem to command an equivalent attention for &quot;requirements&quot;. I guess this is the point now: human capital mis-management is simply too expensive to last any longer (yet getting confused with company welfare and miscellaneous contentment policies); as results of HC mis-management do impact business performance regardless the size of the company, and todays, as we al know, &quot;the smaller the weakest&quot;. So I&#039;d say that it could be interesting to discuss whether this detachment between business and people, and between results and requirements is not, indeed what we should be working upon... maybe considering some kind of evolution from a too short sighted and (maybe) a too greedy attitude. 
Thank you for your patience in reading Luca.
I&#039;d be delighted in reading your feedback.
Thanks,
Guido]]></description>
		<content:encoded><![CDATA[<p>Dear Luca,<br />
nice and interesting article; with highly stimulating hints to evaluate.<br />
Considering your statements, I wonder if some of the complexities that you mentioned should be removed, either considering  the relationship between Business and Human Capital Management logics in small-medium sized companies, and &#8211; but this is just a personal belief &#8211; looking at the undergoing economics. The point of separation you highlighted, namely between: &#8220;the abstract world of business and technology and the world of human beings&#8221; is somehow, at least to some extent considering my personal experience, the<br />
core of a major underlying issue that seems to remain quite untouched. As I&#8217;m sure you understood, what I&#8217;m referring too is the everlasting consideration for &#8220;results&#8221; which &#8211; somehow unreasonably &#8211; does not seem to command an equivalent attention for &#8220;requirements&#8221;. I guess this is the point now: human capital mis-management is simply too expensive to last any longer (yet getting confused with company welfare and miscellaneous contentment policies); as results of HC mis-management do impact business performance regardless the size of the company, and todays, as we al know, &#8220;the smaller the weakest&#8221;. So I&#8217;d say that it could be interesting to discuss whether this detachment between business and people, and between results and requirements is not, indeed what we should be working upon&#8230; maybe considering some kind of evolution from a too short sighted and (maybe) a too greedy attitude.<br />
Thank you for your patience in reading Luca.<br />
I&#8217;d be delighted in reading your feedback.<br />
Thanks,<br />
Guido</p>
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		<title>Comment on Do I need to be named as talent when I really am a talent? by Kurt April</title>
		<link>http://lucasolari.com/2011/09/30/do-i-need-to-be-named-as-talent-when-i-really-am-a-talent/#comment-39</link>
		<dc:creator><![CDATA[Kurt April]]></dc:creator>
		<pubDate>Fri, 28 Oct 2011 19:38:16 +0000</pubDate>
		<guid isPermaLink="false">http://lucasolari.com/wp/?p=611#comment-39</guid>
		<description><![CDATA[I agree with many of the sentiments in these reflections.  I believe that true talent manage themselves, and require environments in which they have the freedom to explore the possibilities which &quot;switch them on&quot; (and when these environments do not exist, or no longer exists and it changes on them, they opt out and leave on their own accord - because true talent will always find opportunities somewhere in the world) ... they do not need to be &#039;specially managed&#039;.  What I notice in organisational life is the &#039;romaticisation of the ordinary&#039;, and calling that real talent.  Real talented individuals are self-driven, internally motivated and typically (but not always) do not enjoy being over/micro-managed.]]></description>
		<content:encoded><![CDATA[<p>I agree with many of the sentiments in these reflections.  I believe that true talent manage themselves, and require environments in which they have the freedom to explore the possibilities which &#8220;switch them on&#8221; (and when these environments do not exist, or no longer exists and it changes on them, they opt out and leave on their own accord &#8211; because true talent will always find opportunities somewhere in the world) &#8230; they do not need to be &#8216;specially managed&#8217;.  What I notice in organisational life is the &#8216;romaticisation of the ordinary&#8217;, and calling that real talent.  Real talented individuals are self-driven, internally motivated and typically (but not always) do not enjoy being over/micro-managed.</p>
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		<title>Comment on Remove &#8216;manager&#8217; from Human resource: the new role is &#8216;enabler&#8217; by Il futuro dell’HR manager? &#124; dTeam.it</title>
		<link>http://lucasolari.com/2011/10/01/remove-manager-from-human-resource-the-new-role-in-enabler/#comment-42</link>
		<dc:creator><![CDATA[Il futuro dell’HR manager? &#124; dTeam.it]]></dc:creator>
		<pubDate>Sat, 08 Oct 2011 21:46:40 +0000</pubDate>
		<guid isPermaLink="false">http://lucasolari.com/wp/?p=630#comment-42</guid>
		<description><![CDATA[[...] manager from Human resource: the new role is enabler&#8221;  (http://lucasolari.com/wp/?p=630) Share this:Like this:LikeBe the first to like this post.   Questo articolo è stato pubblicato in [...]]]></description>
		<content:encoded><![CDATA[<p>[...] manager from Human resource: the new role is enabler&#8221;  (<a href="http://lucasolari.com/wp/?p=630" rel="nofollow">http://lucasolari.com/wp/?p=630</a>) Share this:Like this:LikeBe the first to like this post.   Questo articolo è stato pubblicato in [...]</p>
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		<title>Comment on Remove &#8216;manager&#8217; from Human resource: the new role is &#8216;enabler&#8217; by Domenico Fama</title>
		<link>http://lucasolari.com/2011/10/01/remove-manager-from-human-resource-the-new-role-in-enabler/#comment-41</link>
		<dc:creator><![CDATA[Domenico Fama]]></dc:creator>
		<pubDate>Sat, 08 Oct 2011 14:23:18 +0000</pubDate>
		<guid isPermaLink="false">http://lucasolari.com/wp/?p=630#comment-41</guid>
		<description><![CDATA[Come a dire: &quot;vista la preponderanza dei fattori macro (sociali, economici ecc) che direttamente sempre più influenzano il livello di motivazione dei collaboratori&quot;, anche la funzione HR ed i suoi manager debbono saper fare un passo indietro.
Fin troppo evidente.
Scelte, strategie, programmi, oramai cambiano di settimana in settimana.
Qualcuno propone che noi HR ci presentiamo con un eterno sorriso, foriero di ottimismo. 
Io preferisco la sobrietà, di chi comprende il momento e lo condivide: con chi resta e con chi va. Condividendo sforzi di letture e tentativi di interpretazione]]></description>
		<content:encoded><![CDATA[<p>Come a dire: &#8220;vista la preponderanza dei fattori macro (sociali, economici ecc) che direttamente sempre più influenzano il livello di motivazione dei collaboratori&#8221;, anche la funzione HR ed i suoi manager debbono saper fare un passo indietro.<br />
Fin troppo evidente.<br />
Scelte, strategie, programmi, oramai cambiano di settimana in settimana.<br />
Qualcuno propone che noi HR ci presentiamo con un eterno sorriso, foriero di ottimismo.<br />
Io preferisco la sobrietà, di chi comprende il momento e lo condivide: con chi resta e con chi va. Condividendo sforzi di letture e tentativi di interpretazione</p>
]]></content:encoded>
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		<title>Comment on Do I need to be named as talent when I really am a talent? by Maria Francesca Bernava</title>
		<link>http://lucasolari.com/2011/09/30/do-i-need-to-be-named-as-talent-when-i-really-am-a-talent/#comment-38</link>
		<dc:creator><![CDATA[Maria Francesca Bernava]]></dc:creator>
		<pubDate>Sat, 08 Oct 2011 08:27:47 +0000</pubDate>
		<guid isPermaLink="false">http://lucasolari.com/wp/?p=611#comment-38</guid>
		<description><![CDATA[I agree with you. There&#039;s not a clear definition of &quot;talents&quot; and managers are often not able to evaluate their employees. So today you migbeht  a &quot;talent&quot;, but tomorrow you could be evaluated &quot;poor&quot;.]]></description>
		<content:encoded><![CDATA[<p>I agree with you. There&#8217;s not a clear definition of &#8220;talents&#8221; and managers are often not able to evaluate their employees. So today you migbeht  a &#8220;talent&#8221;, but tomorrow you could be evaluated &#8220;poor&#8221;.</p>
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