Most jobs come with two descriptions. The one that gets written down is about outcomes: deliver this analysis, manage this caseload, draft these contracts, service these clients, hit these targets. That description ends up in the position description, the contract, the performance review. The other one isn’t written anywhere. Be approachable in the kitchen. Read […]
The Job Description and the Unwritten One Read More »
This post has been written by Judith Rafferty, adapted from her Open Educational Resource (OER) Neuroscience, psychology and conflict management (2024), licensed under a Creative Commons Attribution NonCommercial 4.0 Licence by James Cook University. Neuroscience, psychology and conflict management In a previous post, I discussed the value of neuroscience and psychology knowledge to inform conflict
Insights from cognitive psychology: Applying priming to conflict management Read More »
This post has been written by Judith Rafferty, adapted from her Open Educational Resource (OER) Neuroscience, psychology and conflict management (2024), licensed under a Creative Commons Attribution NonCommercial 4.0 Licence by James Cook University. Conflict management: A multidisciplinary field While there are designated conflict management scholars and practitioners, many ideas that inform both theory and
I’m sure you’ve all heard of the concept of the amygdala hijack. You’ve probably even used it as an explanation for why we sometimes do crazy things in the heat of the moment. Maybe you (or your clients) have even used it as an excuse for bad behaviour! The problem is that while the concept
The myth of the amygdala hijack Read More »