Prof. Robert Wood

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  all.edu.au/?q=node/28 - [Cached Version]
  Published on: 7/12/2008    Last Visited: 7/12/2008  

  Prof. Robert Wood
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  Prof. Robert Wood
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  Robert Wood is the Director of the Accelerated Learning Laboratory, as well as a Professor at the Australian School of Business.He is Editor of Applied Psychology an International Review, and has served on the editorial boards of Journal of Applied Psychology, Academy of Management Review, Academy of Management Journal and Organizational Behavior and Human Performance.
  
  Professor Wood's model of task complexity is used in the understanding and categorization of tasks across many disciplines, including studies in organizational psychology, behavioral accounting and information systems.His research studies how motivational and cognitive processes interact to influence learning and performance on complex tasks, such as managerial problem solving and decision making tasks.
  
  His research publications appear in many journals, including Organizational Behavior and Human Decision Processes, Journal of Applied Psychology, Academy of Management Review, and Journal of Personality and Social Psychology.
  
  Professor Wood's research is highly cited and has been recognized with various awards.Recent awards include the inaugural AGSM Award for Sustained Excellence in Research (2002) and Best Paper Award at the 4th Australian Industrial & Organizational Psychology Conference.He is a Fellow of the Academy of Social Sciences in Australia (ASSA), the International Association of Applied Psychology (IAAP), the Australian & New Zealand Academy of Management (ANZAM), and a member of the IAAP Board of Management.

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  Bob Wood, Professor of Information Systems, The University of Manchester

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  Published on: 7/12/2008    Last Visited: 7/12/2008  

  Prof. Robert Wood
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  Prof. Robert Wood
  
  Robert Wood is the Director of the A.L.L

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  Bob Wood, Professor of Information Systems, The University of Manchester

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  www.humanities.manchester.ac.uk/aboutus/staff/ - [Cached Version]
  Published on: 6/28/2007    Last Visited: 6/28/2007  

  Head, School of Informatics, Professor Bob Wood
  
  Professor Bob Wood Professor Wood studied Operational Research and Systems Analysis, after which he worked for a number of years in the engineering sector, first as a Management Trainee and then as a Computer Programmer, Systems Analyst and Project Manager before leaving to undertake postgraduate research.
  
  Bob held several lecturing positions within universities before joining the University of Salford in 1992, and was awarded a Chair in Information Systems in 1996.
  
  Between 1996 and 2001 Bob was Academic Director of the GEMISIS project- a European-funded research and development project concerned with investigating the impact of broadband information and communications technologies on issues surrounding urban and regional regeneration.
  
  Prior to joining UMIST, Bob had been the GEMISIS Professor of Information Systems at the University of Salford, where he had also held the position of Associate Dean for Research within the Faculty of Business and Informatics.
  
  Together with colleagues within the Information Systems Institute, he led the Information Systems research group to a 5*/6* ranking at the 2001 Research Assessment Exercise, making them the highest ranked group within the Library and Information Management panel.

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  www.alto-marketing.com/2008/06/18/david-robinson-impart - [Cached Version]
  Published on: 6/18/2008    Last Visited: 8/22/2008  

  Rob Wood, Business Projects Officer for UoS's Careers Service comments "Thank you so much for making the time to prepare and deliver an excellent presentation.

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  cio.co.nz/cio.nsf/depth/43D378309D1E53A3CC2574B0000454F - [Cached Version]
  Published on: 8/26/2008    Last Visited: 9/11/2008  

  Problem-solving techniques build brain flexibility, says Professor Robert Wood, director of the Australian Graduate School of Management's Accelerated Learning Laboratory.He favours methods that enable people to branch out in their thinking, but also to manage the process so that it doesn't get out of control.
  
  "Exploration and learning is often a divergent process, but problem-solving and performing is often a convergent process.So, how do you manage both?"Wood likens it to playing a piano accordion: "You have to know when to take it out and when to bring it in.You have to diverge, explore possibilities and think about things, but in order to get stuff done, you also have to be able to converge at different points."
  
  "Accordion" tools for Wood include schematics, fish-bone diagrams and mind-mapping."What we're really trying to do with knowledge is to work out what are the relevant chunks of knowledge and what are the relationships between them, because that's how we hold it all together."
  
  Mind maps let people create the chunks and also see their relationship to each other."If you said to somebody, 'Here are 64 pieces of information', there is no way they could memorise them, or use them functionally," says Wood.
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  In the 2003 book Expert Performance in Sports, researchers "found that the thing that differentiates the [most successful] from those who have just as much talent but just don't quite make it is that they fall over more often", Wood says, "the point being that what they are doing is constantly taking their knowledge and applying it, and pushing themselves, and experimenting.But presumably what they are doing after they say, 'Oh, bugger, that hurt' is that they reflect on what was it about that triple axle or whatever [that caused the fall], so they are using their knowledge not just to solve a routine problem but to push themselves."
  
  Wood's young son recently provided another insight, as he sat calculating the numbers to see who would have to lose which [AFL games] by how much in order for the Sydney Swans to move up the results ladder. Says Wood: "It's that sort of thing, just taking knowledge and using it and applying it in different contexts, and reflecting on it, rather than just solving the existing problem ... It's that sort of cognitive flexibility, plasticity and knowledge, I'm sure, that leads people to be much more effective in the workplace."

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  hotusanews.blogsome.com/2008/06/08/ - [Cached Version]
  Published on: 6/1/2008    Last Visited: 6/26/2008  

  And in the late 1980s, Bandura and Robert Wood of the Australian Graduate School of Management conducted a study that identified self-efficacy as a powerful predominance in the performance of business executives.
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  Working with students from top graduate business schools, Bandura and Wood told half of them they'd be measured without ceasing their inherent abilities to manage a simulated organization.

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  www.informatics.manchester.ac.uk/research/quality/ - [Cached Version]
  Published on: 10/28/2006    Last Visited: 2/2/2008  

  Since then we have hired several outstanding researchers including the Information systems team of Professors Wood-Harper and Bob Wood who gained the 6* rating for their research in the University of Salford.

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  www.businessweek.com/managing/content/may2008/ca2008052 - [Cached Version]
  Published on: 5/29/2008    Last Visited: 6/3/2008  

  And in the late 1980s, Bandura and Robert Wood of the Australian Graduate School of Management conducted a study that identified self-efficacy as a powerful influence in the performance of business executives.
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  Working with students from top graduate business schools, Bandura and Wood told half of them they'd be measured on their inherent abilities to manage a simulated organization.

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