Archives

02Aug2013

Never say a test is valid, (conclusion)

  • By Ian Bradley
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I my previous post, I recalled a recent professional interaction where a research proposal claimed that a particular test was valid. The evidence cited to support this claim was defined in the original study of the test’s development.  I pointed out that the phrase; “the test is valid” although commonly used is psychometrically incorrect. Firstly,
29Jul2013

Never say that a test is valid, part i.

  • By Ian Bradley
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One would imagine that a part-time academic appointment such as mine with McGill University would bring certain perks such as a free gym membership or reduced rates of campus parking… alas no.  What perks exist are almost all of the intellectually stimulating variety such as when I am called upon to review research grants as
14Jul2013

Leadership as doing nothing

  • By Ian Bradley
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Volumes have been written about leadership.  The job description is already long from the macro of seeing the larger picture to the micro of managing conflict and mentoring.  Whether one is talking about communicating a clear vision or inspiring the team to reach its potential, the successful leader is always portrayed as being active.  Leading
07Mar2013

Clinician comme Coach

  • By Ian Bradley
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Before specializing in executive coaching and workplace problems, I was a clinical psychologist with stints in mental hospitals and clinics in Los Angeles, Vancouver, Toronto as well as Montreal.  I worked extensively with both severely disturbed patients with diagnoses such as schizophrenia and bipolar disorder as well as more down-to-earth problems in living such as
25Feb2013

“Why Work Sucks” a review

  • By Ian Bradley
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I’ve just read “Why Work Sucks” by Ressler and Thompson, the ex-Best Buyers, whose resonating book title describes their Result Only Work Environment- ROWE. For those not up on the latest business buzz, the book takes to task our underlying assumptions about time and work.  Briefly summarized here is their beginning premise: A employee  at
21Jan2013

Before you decide…

  • By Ian Bradley
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The recent expulsion of a computer science student, Ahmed Al-Khabaz from a local Montreal college has gone viral. Ahmed apparently found a flaw in a student information system used by the province’s collegians.   First reporting the flaw in the coding to the school, and then several days later testing to see if was fixed, apparently
11Dec2012

Ability to learn: what’s required in an executive?

  • By Ian Bradley
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For many of my clients, learning starts with a problem – not always a crisis but a problem that brings enough distress that they seek my services in executive coaching. Two all-stars of I/O Psychology, Bennis and Thomas have referred to these transforming events as ”crucibles.”  Perhaps like the chemistry crucible, one hopes that the
16Oct2012

A busy day: two scenarios

  • By Ian Bradley
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Many of the executives that I see in my Montreal practice for executive coaching talk about their hectic days.  As I listen to their stories, I am quietly asking myself a key question: Are they in some measure able to control the stream of tasks, or is the onslaught occurring without a filtration or buffering
09Oct2012

Working with “insurance” is stressful

  • By Ian Bradley
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“I’ll just run this by my boss” was a phrase that I heard all to frequently from my client who came to see about work-related stress.  Laura, a young woman in her first major corporate job, worked for a boss who micro-managed.   The boss, who did not like surprises, insisted upon being appraised about each
01Oct2012

Stress Leave (conclusion)

  • By Ian Bradley
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In in two previous posts, I described the typical sequence of events that surround a workplace leave for psychological distress.  I remarked on how the current system of handling such leaves is unsatisfying for the insuracne carrier, the employer, co-workers and most importantly, the stressed worker. I agree that the medicalization of the process with
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