How to use The Oxford Review to do more than just be the most knowledgeable person in the room

The Appliance of Science – How to use The Oxford Review research briefings to do more than just be the most knowledgeable person in the room.

It’s great to have amazing research briefings to fuel your work in an evidence based way and to stay ‘in the know’. However, you can use our research briefings for a lot more than that. In this article, I want to look at the diverse ways our members use our research briefings to enhance their professional performance and productivity.

Keeping up-to-date with the latest research not only gives you an edge, but it also means you are significantly less likely to fall for the various myths* (see below) that percolate social media, Generative AI and the internet, and that many others believe and end up spreading. Being informed about the actual research helps you sort fact from fiction, have a well-rounded opinion, and make better judgements and decisions.

Credibility, plausibility and reputation

Knowing the latest thinking and research helps you be perceived as someone who knows their stuff and is right up-to-date. For consultants (internal or external to an organisation), credibility, plausibility, and a reputation for being up-to-date and evidence-based are essential, giving you real influence.

However, receiving these incredible research findings can do so much more for you than just being the most knowledgeable person in the room.

The many ways our members use The Oxford Review

Here are some powerful ways our members use the research briefings they receive every week. These ideas show how The Oxford Review can enhance various aspects of your professional life:

1. Coaching / Executive Coaching

2. Leadership

3. Management

4. Leadership and Management Development

5. Blogs, Vlogs and Marketing

6. Keeping in touch with existing and ex-clients

7. Business Development

8. Keeping your staff up-to-date

9. Training sessions and workshops

10. Meetings

Decision-making

Organisational Development

Organisational and Culture Change

Learning and Development

Projects and Project Management

As an Educator or Lecturer

As a Human Resources and Human Capital Professional

As a Consultant

*Myths our members know aren’t true

Did you know that:

With the exception of size there is no significant difference between male and female brains. They contain the same number of neutrons (brain cells) as each other.
That the right and left hemispheres of the brain do not control different aspects of our personality like logic or creativity.
That 70% or even the majority of change events do not fail.
Unlearning is not a ‘thing’. You do not unlearn things before you learn something new and it has absolutely no scientific or evidential research basis in either neuroscience, psychology or organisational development.
That coaching can and does have negative side-effects.
That there are actually no measurable generational differences (Gen X, Y Millennials etc) that have an impact in the workplace.
That a transformational leadership style does not have best outcomes both for the organisation and it’s people. (Servant leadership actually has the best measurable and most consistent outcomes).

And so it goes on. Much of what you read on places like LinkedIn, blogs and hear in professional circles is either wrong, not based on research or is misguided. Knowing what the latest thinking and research is really helps.

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