Co‐ordination and delegation: the core development competencies to create a competitive edge (part 1)

Abstract

Purpose

This paper aims to enable the reader to understand: Herrmann's whole‐brained thinking model and its impact on language and difference; trends in development and the need for team‐based whole‐brained learning; why most culture change initiatives fail; what constitutes a core competence; and how a whole‐brained approach is required to ensure culture change, strategy development and the implementation of core competencies.

Design/methodology/approach

The four thinking preferences are explained and examples provided of the use of different language for each of the four quadrants of the brain. The trends in development from left‐brained to right‐brained are set out and an example provided of how whole‐brained learning is most effective. Five generic reasons for the failure of culture change initiatives are set out. The core competence of the corporation is explained as well as how it was vital to success that each quadrant of the brain, i.e. the whole brain, is applied in an integrated way to achieve effective implementation.

Findings

There is a direct link between organisational profitability and culture. A whole‐brained approach to the implementation of strategy, culture change and people development is required.

Originality/value

Develops an understanding of the nature of our thinking preferences and how to apply an integrated whole‐brained approach to the successful development and implementation of strategy, culture change and core competences, thereby gaining a long‐term sustainable competitive edge in the market‐place.

Citation

Eales‐White, R.M.D. (2005), "Co‐ordination and delegation: the core development competencies to create a competitive edge (part 1)", Industrial and Commercial Training, Vol. 37 No. 2, pp. 84-90. https://doi.org/10.1108/00197850510584232