
Quentin Millington
Articles
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Dec 5, 2024 |
hrzone.com | Quentin Millington
Many of us, not least in HR, are grappling with how to use artificial intelligence (AI) across the workplace. The mainstream belief, or hope, is that AI will make work easier and more efficient, and so increase productivity. But it’s also important to consider its impact (positive or negative) on workplace relationships.
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Nov 7, 2024 |
hrzone.com | Quentin Millington
Colleagues we find ‘difficult’ may simply hold values that differ from our own and yet which are equally valid. When motives clash, conflict feels personal and relationships are harmed. Still, as I wrote in Difficult colleagues: Relationships with people who think differently, self-awareness and understanding may restore order. It’s important to begin with the assumption that a person is acting according to his or her reasonable values.
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Oct 24, 2024 |
hrzone.com | Quentin Millington
We all encounter and must work with colleagues and external stakeholders whom we find ‘difficult’. In this article, I explore conflicts that arise from different ways of looking at the world. A second piece published on 7th November will consider situations where behaviour is toxic. The distinction matters. Experiences, mostly in early life, leave us with a core set of values. These play out in how we see the world, in our work and personal relationships, and in how we act.
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Sep 13, 2024 |
hrzone.com | Quentin Millington
Think of the doorman, or doorperson, stationed at the entrance of your hotel. When guests or visitors arrive, he leans forward and opens the door. With eyes in the back of his head (or so it seems, to those creeping out at dawn), he also eases passage for anyone who leaves the building. Clearly, this business of opening doors for guests and visitors is ripe for automation: install two motion sensors and a rapid mechanism and, for a modest outlay, the hotel saves on people costs.
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Aug 29, 2024 |
hrzone.com | Quentin Millington |Rachel Phillips
We quietly adore rules and systems, for they are unambiguous and easy to manage. But these tools of the bureaucratic organisation cause many problems at work. To achieve high work performance, we must let the human organisation flourish, and connect workplaces through relationships rather than processes. Every business, charity and government comprises two internal organisations: the bureaucratic organisation of systems and processes, and the human organisation of individuals and relationships.
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