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	<title>The Happy Burro &#187; Organizational Development</title>
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	<link>http://happyburroblog.com</link>
	<description>Maximizing Organizational Performance</description>
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		<title>Staffing for Success</title>
		<link>http://happyburroblog.com/2010/01/18/staffing-for-success/</link>
		<comments>http://happyburroblog.com/2010/01/18/staffing-for-success/#comments</comments>
		<pubDate>Tue, 19 Jan 2010 01:50:18 +0000</pubDate>
		<dc:creator>Joe Raasch</dc:creator>
				<category><![CDATA[Innovation]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Organizational Development]]></category>
		<category><![CDATA[Performance Management]]></category>

		<guid isPermaLink="false">http://happyburroblog.com/?p=576</guid>
		<description><![CDATA[Just about every organization in this economy has to learn to do more with less.  Public, private, non-profit: budgets are shrinking across the board. Unemployment is near 10% nationwide. If you are working in or leading one of these organizations, you still have customers that need your services, products and support.  The fact that you have significantly less resources doesn't mean much to them.  To survive, you need to be better than ever at keeping the clients you have and finding new ones.  Cutting your way to prosperity rarely works.  So how do you accomplish this Herculean task? (hint: it isn't about focusing on budgets...)]]></description>
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		<slash:comments>0</slash:comments>
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		<title>Leaders as Architects</title>
		<link>http://happyburroblog.com/2009/12/05/leaders-as-architects/</link>
		<comments>http://happyburroblog.com/2009/12/05/leaders-as-architects/#comments</comments>
		<pubDate>Sat, 05 Dec 2009 20:13:06 +0000</pubDate>
		<dc:creator>Joe Raasch</dc:creator>
				<category><![CDATA[Change Management]]></category>
		<category><![CDATA[Employee Engagement]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Organizational Development]]></category>
		<category><![CDATA[Performance Management]]></category>

		<guid isPermaLink="false">http://happyburroblog.com/?p=529</guid>
		<description><![CDATA[Leaders are the architects of boundaries -  Dr. Douglas Reeves Leading a team is one of the hardest jobs in any organization.  It doesn&#8217;t matter if this is a project team with individuals that do not report to you, or your direct reports that you work with every day.  Somewhere between, &#8220;decide and announce&#8221; and [...]]]></description>
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		<slash:comments>0</slash:comments>
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		<item>
		<title>What Problem Are You Trying To Solve?</title>
		<link>http://happyburroblog.com/2009/11/14/what-problem-are-you-trying-to-solve/</link>
		<comments>http://happyburroblog.com/2009/11/14/what-problem-are-you-trying-to-solve/#comments</comments>
		<pubDate>Sat, 14 Nov 2009 20:04:55 +0000</pubDate>
		<dc:creator>Joe Raasch</dc:creator>
				<category><![CDATA[Change Management]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Organizational Development]]></category>
		<category><![CDATA[Performance Management]]></category>
		<category><![CDATA[linkedin]]></category>

		<guid isPermaLink="false">http://happyburroblog.com/?p=539</guid>
		<description><![CDATA[You start with a meeting that has no published agenda, few know why they were invited, and 45 minutes into the meeting you are thinking...why am I here?  There is a lot of discussion, no notes, and little direction.  Great way to pass the time, if you're so inclined.  I bet most of us have better things to do.  As leaders, our calendars are packed with meetings that are billed as 'strategic' or 'action-oriented'.  Focus on the outcomes when you're at that meeting.  If the presenter/facilitator doesn't explicitly state the outcome for the meeting, you may want to ask up front.]]></description>
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		<slash:comments>0</slash:comments>
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		<title>We Have Not Been Here Before!</title>
		<link>http://happyburroblog.com/2009/10/04/we-have-not-been-here-before/</link>
		<comments>http://happyburroblog.com/2009/10/04/we-have-not-been-here-before/#comments</comments>
		<pubDate>Sun, 04 Oct 2009 21:31:15 +0000</pubDate>
		<dc:creator>Joe Raasch</dc:creator>
				<category><![CDATA[Innovation]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Organizational Development]]></category>

		<guid isPermaLink="false">http://happyburroblog.com/?p=201</guid>
		<description><![CDATA[It had to happen.  Your organization is faced with a set of circumstances no one can remember dealing with in the past.  The veterans with decades at the table, the new ones with experience in other organizations, the recent MBA or PhD.  So now what? ]]></description>
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		<title>How Do I Improve Organizational Performance? (redux)</title>
		<link>http://happyburroblog.com/2009/09/27/how-do-i-improve-organizational-performance-redux/</link>
		<comments>http://happyburroblog.com/2009/09/27/how-do-i-improve-organizational-performance-redux/#comments</comments>
		<pubDate>Sun, 27 Sep 2009 16:17:40 +0000</pubDate>
		<dc:creator>Joe Raasch</dc:creator>
				<category><![CDATA[Employee Engagement]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Organizational Development]]></category>
		<category><![CDATA[Performance Management]]></category>

		<guid isPermaLink="false">http://happyburroblog.com/?p=510</guid>
		<description><![CDATA[If only there was a simple, easy way to ensure positive organizational performance...

There are books, seminars, CDs, DVDs, articles, blogs about: Career Management, Interviewing Skills, Individual Development Plans, Performance Consulting, Employee Engagement, Leadership Training, Management Training, etc.  They are all aimed at helping us improve the management of our organizational performance. The problem with a fair number of these concepts is that they make a key assumption that tends to prove false.  Read on for more]]></description>
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