"Education sector inter-ventions"
Case studies on different KDVI interventions in the education sector.
KDVI, 2015
"Energy sector inter-ventions"
KDVI Interventions in the Energy Sector
Case studies on different KDVI interventions in the energy sector.
Published on 1 Sep, 2015
"Financial sector inter-ventions"
KDVI Interventions in the Financial Sector
Case studies on different KDVI interventions in the financial sector.
Published on 1 Sep, 2015
"Technology sector inter-ventions"
KDVI Interventions in the Technology Sector
Case studies on different KDVI interventions in the technology sector.
Published on 1 Sep, 2015
KDVI's Key questions for reflection through these uncertain times
Crisis forces people and companies to adapt and change. Covid-19 is particular because of its global impact; consequences are magnified both personally and collectively. Large scale disruptions can expose our fault lines and vulnerabilities and push us to challenge and question existing mindsets and behaviours. While traumatic, it can also elevate and bring to the fore different leadership behaviours.
KDVI Learning Lab Conversation Series Spring 2021
We are now a little over a year since the onset of the Covid-19 pandemic, which, alongside a broader backdrop of political and socioeconomic unrest and increasing climate catastrophes, have created a significant inflection point in many of our business-as-usual practices and expectations. While companies and individuals have and continue to experience major upheaval, this time has also brought forth opportunities for growth and change.
Future of Work, Leadership and Organisations
The 4th Industrial Revolution, or age of rapid technological advances, is changing the way people work with disruptive impact on business, global economy and broader society (WEF, 2020). Future of work trends generally describe a workforce that is increasingly diverse, dispersed, digital, and dynamic. The Covid-19 pandemic has only accelerated these shifts, pushing companies to fast track the adoption of technologies and remote working. But what are the human consequences of these new ways of working, and how do they align with aspirations for the future of work?
"Applying a psycho- dynamic lens to org studies"
Sociology of Leadership in Organizations
A chapter in International Encyclopedia of the Social & Behavioral Sciences, 2nd edition on using a psychpdynamic lens to the study of organisational phenomenon.
Published on 24 Apr, 2015
"Let's talk about sex in the boardroom"
The Sexual “Cloud” in the Executive Suite
Manfred Kets de Vries explores whether sex and man’s unconscious drive for survival are keeping women locked out of the C-suite.
Published on 13 May, 2015
The Irrational Executive: Psychoanalytic Explorations in Management
The Irrational Executive is a compilation to counter this bias in management theory. Focusing on unconscious as well as conscious internal processes, and strongly influenced by contemporary psychoanalytic theory, the contributors argue persuasively against the rationalist model.
Published on 1 Nov, 1984
Cabin Fever in times of the Coronavirus
The spatial and temporal restrictions placed on us by the Coronavirus pandemic will have an enormous effect on our mental health. Many are no doubt experiencing the “cabin fever syndrome” under forced confinement. Here are a couple of ways to deal with it.
Published on 13 Apr, 2020
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Article Comments
Elco Schwartz
Sep 13, 7:02 PM
As vice-Chair on the Board of the non-profit Western Academy of Beijing, I would be very interested in these case studies.