Richard Kwiatkowski

Trends in organisations and selection: an introduction

This article introduces the special issue “Beyond psychometrics: assessment for the new millennium” and further speculates on how a number of organisational trends may influence selection practice in the future. These trends include the continuing emphasis on delayering, of selecting “core” strategic staff, of organisational fit, the impact of technology, the devolution and outsourcing of selection, the rise of teleworking, the questioning of Western assumptions alongside globalisation, and diversity. Developments in selection responses to these factors are identified, such as the popularity of assessment centres, psychometric tests, personality instruments and genetic testing. Some suggestions are made for possible future developments including whole team (or board) selection, the greater use of depth interviews, clinical tests of neurological functioning, and of virtual simulations, and the notion of the possession by individuals of a portable and verifiable assessment portfolio.

What have we forgotten - and why?

British industrial, occupational and organizational psychology has an important yet largely forgotten history. Before and between the two world wars, significant theory and practice was vigorously developed, princes and prime ministers enthusiastically attended psychological functions and early radio broadcasts unselfconsciously emphasized the national importance of psychology for individuals, industry and commerce. Practical help provided by psychologists resulted in increased productivity and effusive public thanks from both employees and employers. As an illustration, we describe the genesis, flourishing and demise of the internationally admired National Institute of Industrial Psychology (NIIP). We examine both the content and the methodological, political and values basis of its work, and provide examples of its relevance today. We identify several reasons for this apparent memory lapse, including a lack of institutional continuity, academic hegemony and ignorance, U.S. domination of psychology, worship of the new and ambivalence about political influence. An ignorance of our shared history may lead to undesirable consequences, including a debased rediscovery of forgotten ideas disguised as invention or, conversely, a failure to build on the work of the past. A more subtle risk may be a move away from a shared humanistic orientation based on common values and principles.

Counselling and psychotherapy: Are they different and should we care?

Abstract Based on the views of UK regulatory bodies, trends in the psychological literature and an empirical examination of literature supplied by training providers, it is argued that no plausible or discernible differences appear to exist between psychotherapy and counselling. The views of the regulatory bodies on difference were found to be somewhat tenebrous, the use of these terms in the psychological literature to be remarkably constant (over almost 20 years), while it was not possible to find systematic differences in the material produced by training organisations (using the issue of ‘definition’ as an example of this lack of differentiation) who were providing training in supposedly different endeavours. On linguistic and political grounds, however, ‘psychotherapy’ as opposed to ‘counselling’ as a paradigm and concept seems to be in the ascendant. If such perceived differences do exist, then this may have real consequences for practitioners and clients. The paper suggests that a change in stance ...

What is Counselling? Some Discussion Issues

Discusses four ways of conceptualising counselling: as a set of skills, as a relationship, as a means of attaining outcomes, and as a set of definable tasks. Considers the issues arising from the BAC definition of counselling, Patterson′s (1974) approach, and the debate about counselling versus psychotherapy. Surmises that the four conceptualisations of counselling are not mutually exclusive, but it is important to examine the exact nature of counselling in order to do the job well.

Can the MBA Develop Leadership?: ‘Academic Reflection’ vs ‘Practical Training’

This chapter examines whether the MBA can truly develop leadership. This question crystallises some of the current critiques of the MBA; practical critiques on the one hand about the relevance of the MBA — does it actually prepare students for real management roles? — and, on the other, critiques of the MBA’s academic rigour — for instance is it ‘critical’ enough of contemporary management practice?