The HCL Review Podcast

Understanding Self-Awareness: More Than a Buzzword, by Jonathan H. Westover PhD

Abstract: This article explores the topic of self-awareness, an important yet often misunderstood concept, through a conceptual and practical lens. After defining self-awareness as having an accurate perception of one's abilities, characteristics and behaviors, the article examines self-awareness development as occurring along a continuum from subjective to constructively-developmental understanding. Drawing from leadership, coaching, and psychological literature, key strategies for cultivating self-awareness are proposed, including 360-degree feedback, reflective journaling, developmental experiences, and transformative feedback. Examples demonstrate tangible organizational impacts like enhanced soft skills, decision-making, and business outcomes resulting from systematic self-awareness initiatives. While recognizing its nonlinear nature, the article advocates embracing self-awareness as an ongoing learning journey to develop wisdom and grace. Overall, the article aims to provide scholars and practitioners with a grounded perspective on conceptualizing and fostering authentic self-awareness.

Collaborating from Afar: Tips for Maximizing Productivity When Your Team is Remote, by Jonathan H. Westover PhD

Abstract: As more teams conduct their work remotely, effective collaboration across distances has become increasingly important. However, remote work also introduces unique challenges to teamwork and productivity that require strategic solutions. This practitioner-oriented brief provides research-backed guidance and examples for overcoming barriers to remote collaboration. Drawing from literature on virtual teams, knowledge management, and distributed work, it establishes the communication, coordination, and community-building practices necessary for maximum effectiveness when working apart rather than together. Specific strategies are offered for areas like establishing communication norms, leveraging collaboration technology, delegating coordination responsibilities, and facilitating community beyond simple task execution. Case studies illustrate real-world applications. The brief concludes that with forethought applied to seamless collaboration processes and relationship development, remote teams can achieve outcomes on par with co-located counterparts when supported appropriately. Managers are equipped to enable engaged, productive virtual work.

The Wellbeing Paradox in an AI World, by Jonathan H. Westover PhD

Abstract: As artificial intelligence transforms work through automation, a "wellbeing paradox" may emerge if its social and psychological impacts are not consciously managed. This practitioner-focused research brief explores the tensions between AI's productivity gains and potential threats to human thriving. Through a review of recent studies at the intersection of technology, jobs and wellbeing, it identifies challenges like job insecurity, social isolation, technostress, employee surveillance and over-reliance on algorithms that could undermine individuals' sense of purpose, autonomy, relationships and overall wellbeing. Meanwhile, AI provides an opportunity to cultivate resilience for workers through career support, meaningful reskilling, internal mobility and social connection in the workplace. The brief also outlines strategies for organizations to optimize human-AI collaboration through transparency, explainability and prioritizing augmentation over automation. It concludes with a "digital ergonomics" framework of boundary-setting, mindfulness, presence and wellbeing nudges to proactively design technology that enhances rather than depletes human capacities and fulfillment.

Beyond Micromanagement: The Risks of Under-Management in Organizations, by Jonathan H. Westover PhD

Abstract: This practitioner research brief examines the under-explored issue of under-management in organizations and its implications for employee and organizational performance. Under-management is defined as a hands-off, laissez faire approach to management where leaders provide very low levels of oversight, guidance and support to direct reports. Drawing from the academic literature as well as reflections on the author's 15+ years of experience as a management consultant, potential risks of under-management are identified, including lack of direction, poor work quality, employee disengagement, stalled growth and missed opportunities. To bring these concepts to life, challenges stemming from under-management are described within case studies of a fast-growing tech startup and hospital nursing unit. The brief concludes by advocating for a balanced, differentiated approach tailored to team needs rather than extremes of micromanagement or under-management. Key recommendations focus on regular communication, feedback, collaboration enablers and customized development to optimize both employee and business outcomes over the long-term as circumstances evolve.

Rethinking the Myth of Coming into the Office 5 Days a Week to Build Company Culture, by Jonathan H. Westover PhD

Abstract: This research brief challenges the common assumption that having employees in the office together five days a week is essential for building and maintaining a strong organizational culture. Through a review and synthesis of relevant scholarly literature from fields such as management, psychology, and sociology, the article finds little empirical evidence supporting the notion that co-location drives cultural outcomes like performance, collaboration, and engagement. Two case studies are presented of companies that have flourished culturally while embracing hybrid and remote work arrangements. The article concludes by outlining practical strategies that forward-thinking leaders are using to nurture connections, shared purpose, and cultural vibrancy regardless of employees' physical work locations. These strategies include clarifying core values, redesigning workspaces, training managers for hybridity, and nurturing interpersonal bonds through a variety of virtual and in-person relationship building activities.

Reducing Conflict and Elevating Your Impact: Strategies for Leading with Greater Effectiveness and Harmony, by Jonathan H Westover PhD

Abstract: This  research brief examines strategies for leaders to more effectively manage conflict and enhance their positive influence. It explores how conflict, if left unresolved, can significantly undermine individual and organizational performance. The brief outlines a framework combining research insights with practical approaches for reducing the costs of conflict. Key recommendations include developing self-awareness of one's tendencies, fostering psychological safety, listening to understand diverse perspectives, focusing on shared interests versus positions, and reframing differences as opportunities for collaborative problem-solving and learning. Real-world examples demonstrate applying these strategies consistently and flexibly across situations. The brief argues that by shifting one's mindset and adopting these research-backed methods, leaders can transform discordant interactions into collaborative solutions that strengthen relationships, cooperation and overall effectiveness within their teams.

Enabling Lasting Behavioral Change: Evidence-Based Strategies for Organizational Implementation, by Jonathan H. Westover PhD

Abstract: This article synthesizes research on behavioral change determinants and intervention strategies, drawing primarily from Albarracín et al.'s (2024) comprehensive meta-analysis of 147 studies. While many behavioral change frameworks focus on individual cognition, evidence suggests that high-impact interventions target access, habits, social support, attitudes, norms, and skills. The analysis reveals that structural and environmental factors often outperform information-based or attitudinal approaches. Organizations seeking to implement sustainable behavioral change should prioritize removing barriers, building supportive social structures, facilitating habit formation, and addressing practical enablers rather than relying on persuasion alone. Case examples across healthcare, sustainability, and workplace safety illustrate how these principles translate into organizational practice. The findings provide evidence-based guidance for leaders designing change initiatives that achieve lasting behavioral adoption rather than temporary compliance.

How Flat Hierarchies Can Discourage Women Applicants, by Jonathan H. Westover PhD

Abstract: This article explores how flattened, team-oriented organizational structures aimed at boosting flexibility, collaboration, and innovation may unintentionally make it harder for women to navigate career opportunities and progression. Through a review of relevant academic literature, the article examines research showing that flattened hierarchies tend to de-emphasize clear career ladders, rely more heavily on informal networks, and reward aggressive self-promotion - all factors that can place women at a systematic disadvantage compared to their male counterparts due to entrenched gender biases and norms. The article then proposes evidence-based strategies for mitigating these deterrents, such as formally defining career lattices, implementing sponsorship programs, providing implicit bias training, and distributing recognition equitably across teams. Case studies of technology companies adopting such practices demonstrate how intentional efforts have yielded success expanding representation while sustaining innovative cultures. The article aims to equip practitioners with research-grounded solutions for broadening opportunities for women within collaborative work structures.

Rewire to Adapt: Neuroscience Strategies for Building Leadership Learning Agility, by Jonathan H. Westover PhD

Abstract: This article examines how evidence-based neuroscience principles can be leveraged to develop learning agility in organizational leaders. Learning agility—the ability to quickly adapt, learn from experience, and apply new knowledge in changing situations—has become a crucial leadership capability in volatile business environments. Drawing on recent neuroscience research, this paper identifies key brain mechanisms involved in learning agility and translates these insights into practical strategies. The discussion covers neuroplasticity foundations, attention network optimization, stress regulation techniques, and social brain activation approaches. Organizations implementing these neuroscience-informed practices have seen measurable improvements in leadership adaptability, innovation capacity, and organizational resilience. The paper provides a framework for sustainable learning agility development through integrating neuroscience principles into leadership development programs, feedback systems, and organizational learning cultures.

HR's Critical Role in Leveraging a Blended Workforce

Abstract: This paper examines the critical role human resources (HR) must play in ensuring the successful onboarding, integration and ongoing engagement of a blended workforce comprised of both traditional employees and alternative arrangements like contractors and gig workers. As many organizations adopt this model to increase flexibility and access specialized skills, unique challenges arise that require adept management. The research discusses HR's responsibilities in laying the necessary groundwork through clarifying definitions, expectations and goals upfront, as well as providing inclusive onboarding and interactive programming to nurture unity across worker types over time. The brief also considers HR's role in thoughtfully managing change to maintain continuity of the blended approach. Practical application and examples from industries such as technology, media and consulting that have incorporated blended models demonstrate how proactive guidance from HR on strategic alignment, culture-building and change leadership positions organizations to optimize diverse staffing arrangements, fully realize the potential of this evolving workforce paradigm, and gain competitive advantage.