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"McFarland, Walter"
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Talent development in the digital age: a neuroscience perspective
Purpose
– The purpose of this paper is to suggest a relationship between talent development and organizational change, and to invite more research on this topic.
Design/methodology/approach
– This is a viewpoint of the authors and not a research paper. It is designed to stimulate thinking and research.
Findings
– There are no findings. The paper suggests that the expanded use of talent development interventions may improve workforce engagement in organizational change and invites more thinking and research.
Research limitations/implications
– It is not a research piece, a viewpoint only.
Practical implications
– One practical implication of future research is to better understand the link between neuroscience, talent development and change if any.
Social implications
– Several indicators– including Gallup’s most recent Global Workforce Study are suggesting profoundly low levels of employee engagement globally. One reason suggested in sheer volume and complexity of organizational change. In effect, people may be overwhelmed. Better understanding how to engage people generally, and specifically during times of large-scale organizational change may contribute to both the working lives of people and to overall organizational performance. For this reason, more research is needed.
Originality/value
– The link between talent development and organizational change has, for the most part, not been explored in the research literature. The potential value of brain science in informing this link has not been explored either. For the most part, the connections discussed here are original and, with rigorous research, could inform employee engagement and organizational change.
Journal Article
Combinatorial and Asymptotic Statistical Properties of Partitions and Unimodal Sequences
Our main results are asymptotic zero-one laws satisfied by the diagrams of un-imodal sequences of positive integers. These diagrams consist of columns of squares in the plane; the upper boundary is called the shape. For various types of un-imodal sequences, we show that, as the number of squares tends to infinity, 100% of shapes are near a certain curve—that is, there is a single limit shape. Similar phenomena have been well-studied for integer partitions, but several technical diculties arise in the extension of such asymptotic statistical laws to unimodal sequences. We develop a widely applicable method for obtaining these limit shapes, based in part on a method of Petrov. We also mention a few notable corollaries—for example, we obtain a limit shape for so-called “overpartitions” by a simple DeSalvo-Pak-type transfer. To aid in the proof of these limit shapes, we prove an asymptotic formula for the number of partitions of the integer n into distinct parts where the largest part is at most t√n for fixed t. Our method follows a probabilistic approach of Romik, who gave a simpler proof of Szekeres’ asymptotic formula for distinct parts partitions when instead the number of parts is bounded by t√n. The probabilistic approach is equivalent to a circle method/saddle-point method calculation, but it makes some of the steps more intuitive and even predicts the shape of the asymptotic formula, to some degree. Finally, motivated by certain problems concerning Rogers-Ramanujan-type identities, we give combinatorial proofs of three families of inequalities among certain types of integer partitions.
Dissertation
Creating \talent-enabled\ change leaders
A frequent topic in the author's discussions with federal employees is their frustration with the current environment of nearly constant change. Researchers and managers have long noted the important role of change leaders -- often referred to as \"change agents\" -- in successful change. Fortunately, equipping a new generation of change leaders with enhanced skills in talent development can improve organizational change outcomes, increase engagement, and build new capabilities in federal agencies. Great change leaders seemed able to effectively balance two key roles during organizational change efforts -- business manager and talent developer. The role of business manager involves managing the business aspects of the change effort and ensuring that it achieves its goals and objectives. Meanwhile, the role of talent developer involves focusing on the development of people during the change effort. Therefore, an important step in increasing the success of organizational change is to create \"talent-enabled\" change leaders.
Journal Article
