Check out my table of contents
Foreword - 9
Biography - 13
Preface – why a skeptical attitude towards HR is a must - 16
PART I – The motivation for this book - 23
Chapter 1 Introduction - 25
Chapter 2 Why did humans invent science? - 32
Chapter 3 Why using pseudoscience is immoral - 41
Chapter 4 Don’t be a bystander! - 49
Chapter 5 Debunking the most commonly heard self-serving rationalizations - 56
Chapter 6 Watch out for false claims about ‘evidence-based practice’ - 68
PART II – The demarcation between the good, the bad and the pseudo - 73
Chapter 1 About Champions Leagues, the structure of the natural sciences, and convergence of evidence - 75
Chapter 2 T he theoretical-empirical grid - 79
PART III – Debunking myths, urban legends, fads and sheer nonsense - 105
Myth 1 Debunking the false allure of the 70:20:10 framework - 109
Myth 2 Commercial Alpha Training increases creativity, intelligence, etc. - 133
Myth 3 Belbin team roles can help build complementary and well-performing teams - 148
Myth 4 Brain scans can already predict future work performance - 161
Myth 5 Change and its many myths - 169
Myth 6 Organizational Constellations help you solve problems - 178
Myth 7 DiSC is a good and valid tool for understanding and adapting work-related behaviors - 184
Myth 8 The enneagram can teach us something about our personality - 215
Myth 9 Equicoaching: learn to lead people by learning to lead a horse - 231
Myth 10 Graphology can reveal your personality and is useful for recruitment - 238
Myth 11 T he Herrmann Brain Dominance Instrument (HBDI) measures four thinking styles located in four neat quadrants of the brain - 244
Myth 12 Jungian Typology and related questionnaires (MBTI, Insights Discovery) - 265
Myth 13 The Leadership Circle (Profile) is a powerful, universal tool for leadership development. It helps us reach the next level of consciousness and will enable us to practice Integral Leadership - 287
Myth 14 People have preferred learning styles and we should match our methods to their style, OR they should learn to use other styles - 307
Myth 15 The logical left-brained versus the creative right-brained people - 318
Myth 16 Management Drives: if you know your drives, you can communicate and function more effectively - 325
Myth 17 The manager-as-a-coach helps people to always find their own solutions - 333
Myth 18 Abraham Maslow’s Hierarchy of Needs is a valid model of motivation - 345
Myth 19 Albert Mehrabian’s Rule: The effectiveness of our communication depends 55% on body language, 38% on vocal aspects, and ONLY 7% on the meaning of the words used- 352
Myth 20 NLP, or neurolinguistic programming, is a bonafide approach to coaching or therapy - 362
Myth 21 Annual Performance ratings enhance performance - 375
Myth 22 Speed reading training helps you read and work faster - 392
Myth 23 Spiral Dynamics, Integral Theory and Teal Organizations are revolutionizing management thinking - 398
Myth 24 The (management) Team Wheel by Margerison McCann can help constitute and develop effective teams - 415
Myth 25 Transactional Analysis is a good theory for development or coaching purposes or for organizational change - 432
PART IV – Beware of partial truths and near myths - 443
Partial truth 1 Change interventions that (sometimes?) work - 444
Partial truth 2 The problems with the Competing Values Framework (CVF) - 460
Partial truth 3 Creativity training works—but only if domain-specific - 470
Partial truth 4 e-learning or online learning is rarely effective - 483
Partial truth 5 Feedback changes interpersonal behavior and improves performance—not so fast! - 499
Color section - I-XVI
Partial truth 6 HR Analytics is seriously overrated (so far) - 513
Near myth 7 Is Mindfulness (at work) a good idea? Patiently waiting for evidence - 538
Partial truth 8 Pay-for-performance (horizontal pay dispersion) and its many side-effects - 561
Near myth 9 The sugarcoated claims of Positive Psychology - 578
Partial truth 10 Self-Determination Theory (SDT) offers no macro-framework for motivation - 621
Near myth 11 Self-Managing teams and the leaderless organization: anecdotes and wishful thinking - 643
Partial truth 12 Situational Leadership (Hersey’s SLT and Blanchard’s SLII) is a partially flawed and insufficient model for leadership development - 667
Partial truth 13 SMART goals? We can do better! - 680
Partial truth 14 Time-management training is not the solution for a lot of people - 685
Partial truth 15 Positive and negative effects of rank-order Tournaments with large vertical pay gaps on skill acquisition, performance, and talent retention - 693
PART V – Sound and (provisionally) proven facts and probabilities - 719
Chapter 1 Ultimate explanations: Evolutionary psychology as a unifying framework and meta-theory - 721
Chapter 2 Midrange theory: Human needs and meta-motives (drives) - 777
Chapter 3 Midrange theory: The circumplex of interpersonal behavior - 821
Chapter 4 Midrange theory: The Five or Six Factor Model of Personality (5FM/6FM) - 839
Chapter 5 Midrange theory: Personality interacts with context - 878
Chapter 6 Midrange theory: Emotions impact our behavior—also @work - 895
Chapter 7 Practice 1: Behavioral Modeling Training (for ‘soft’ skills) - 907
Chapter 8 Practice 2: Cognitive Behavioral Coaching—CBT’s little brother - 916
Chapter 9 Practice 3: Commitment to ambitious goals enhances performance - 939
Chapter 10 Practice 4: ProMES is a science-based performance management system - 968
Chapter 11 Practice 5: Recruitment: The best predictors of work performance - 985
Chapter 12 Practice 6: Self-persuasion (guided) for attitudinal commitment and behavioral change - 1075
Chapter 13 P ractice 7: Systematic Reflection for development - 1088
Chapter 14 P ractice 8: Giving voice to employees thanks to psychological safety - 1094
Chapter 15 (bonus) An overview of developmental actions and their effectiveness - 1108
List of topics covered within the chapters - 1113