Our Publications

The Human ‘Why’ of the legal business

Solicitors Journal, July 2017

In the rush to embrace new technology, lawyers can forget that what clients are really seeking is a supportive relationship, writes Dr Bob Murray?

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Why?

Lawyers Weekly, June 2017

Why work in law? Why work at all? Why any activity for that matter? asks Bob Murray.

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The Zen of Compliance

GRC Professional-June 2017

Dr Alicia Fortinberry looks at the connection between compliance and mindfulness

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Making clients ‘sticky’

Lawyers Weekly, May 2017

The science behind building client loyalty to a firm is one worth exploring, writes Bob Murray.

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The wisdom of old lawyers

Solicitors Journal, April 2017

Experience is the most valuable asset law firms own,  and that shouldn’t be forgotten, argues Dr Bob Murray

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The science behind the rise of financial crime

GRC Professional- Financial Crime 2017

As he was being lead to jail to begin his 24-year sentence (later reduced to 14 years) Jeffrey Skilling the former CEO of Enron was reported to have plaintively muttered “But I didn’t hurt anyone!” And studies of other highly placed financial and corporate criminals show he may well have believed it. Written by Dr Bob Murray

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The promise of purpose?

Lawyers Weekly, March 2017

What is your purpose in life? Some of you will know. However not many, and for some reason, very few lawyers, writes Bob Murray.

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How much stress can lawyers take?

Lawyers Weekly, January 2017

The answer is that it varies from person to person, stage of life to stage of life, context to context, writes Dr Bob Murray

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Lawyer as pastor

Lawyers Weekly January 2017

A knowledge of the law will still be useful – though unfortunately Googlable – but knowledge of people, business and the way society really functions will be vital to the new ‘lawyer’, writes Bob Murray.

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Dealing with depression

Lawyers Weekly January 2017:

Depression is nearly always in the news. It is perhaps the most pervasive ailment that afflicts lawyers, who are the most depressed of all the professions. A disproportionate number of lawyers commit suicide, usually in middle age, writes Bob Murray.

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The unconscious bias trap

Effective Executive December 2016:

How misconceptions about unconscious bias can trip up any business

The Unconscious Bias Trap

The end of junior lawyers?

Lawyers Weekly November 2016:

We have been bombarded with prognostications regarding the demise of junior lawyers, paralegals and even graduates, writes Bob Murray.

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Are your partner ‘ego depleted’?

Solicitors Journal November 2016:

Dr Bob Murray considers why some senior lawyers wear ‘asshole cloaks’ to treat their co-workers badly and how such behaviour can be prevented

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Will law firms be digitises to death?

Lawyers Weekly October 2016:

If law firms retain the false belief that they are in the business of selling law, then they will be digitised and out- and in-sourced to death, writes Dr Bob Murray.

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More women lawyers, less litigation?

Solicitors Journal August 2016:

Dr Bob Murray discusses a recent study showing that women are more likely than men to seek a compromise in decision making, and what this could mean for the practice of law in the future.

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The worsening work stress pandemic

Solicitors Journal, July 2016:

Just as stress spreads like a contagion, so can well-being and resilience, as long as firms take the right steps to foster them, writes Dr Alicia Fortinberry.

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Why do people sue each other?

Lawyers Weekly, June 2016:

Understanding the psychology behind lawsuits can help lawyers get to the root of their clients’ issues, writes Bob Murray. Why do people sue each other? The answer may seem simple to any lawyer: because they feel aggrieved by some action or inaction by the other party. This is true, of course, but it doesn’t get you very far. It is not a basis for negotiation or settlement.

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Dealing with clients at breaking point

Solicitors Journal, July 2016:

Dr Bob Murray explains the effect of workplace stress on behaviour and decision making, and how lawyers can combat this for themselves and their clients.

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Leading the organization of the future

Effective Executive, June 2016 Edition:

In today’s uncertain and constantly changing work and social environment, many professional services firms seem to be without direction; they are wallowing in high seas and, to continue the sailing metaphor, the sails cannot catch the fickle wind. People in law are uneasy about the future of their practice, firm, their profession, and even, in many cases, the future of work as done by human beings.

Leading the organization of the future

The law firm of the future

Lawyers Weekly, June 2016:

Innovations at law firms need to reflect the human element of legal businesses, writes Bob Murray.

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Under pressure

Lawyers Weekly, June 2016:

As stress ramps up in the workplace, both lawyers and their clients may be feeling the effects, writes Bob Murray.

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Is dishonesty in our genes?

GRC Professional Magazine May 2016 Edition:

One of the thing I am often being asked is to talk about at conferences around the world is the science behind dishonesty and bad or unethical corporate behaviour generally. I’m more than happy to do so—it’s one of my favorite topics. But there’s not much point in knowing the scientific, ‘why’ of these behaviours unless you are also aware of what science says can be done about it. Let’s have a look at both. The most usual question I get asked is: Is dishonesty genetic?

Is dishonesty in our genes

The relationship trade

Lawyers Weekly, April 2016:

Lawyers don’t sell law, they sell relational support – and that’s something technology can’t replicate, writes Bob Murray.

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Introducing you to you

GRC Professional Magazine Feb-March 2016 Edition:

This article connects directly with what recruiters have been saying about what organisations need from a GRC professional. Murray’s article addresses the underlying psychological properties of that sought-after quality of stakeholder engagement. The GRC professional has to be able communicate and extend their influence sideways and upwards, all the way to the board level, in order to ensure that when resources are being allocated, that adequate resources are set aside for organisations’ GRC infrastructure. However, Murray highlights the importance of the individuals understanding themselves and how they interact with others first so that they can make the necessary changes on an individual level, before they can move to making changes at a board level.

Introducing you to you

The Science of Creating the Right Culture for Your Organization

Effective Executive: 

Dr Bob Murray and Dr Alicia Fortinberry explain methods for creating a more productive organizational culture by making the workplace a safe environment for employees to explore new ways of thinking and behaving.

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Culture is the Brand

The purchase decision is based on whether the two sides to the transaction have enough real or potential commonality for their brains to decide to strengthen or make real that relationship by means of a purchase/sale of goods or services. Many studies have shown that salespeople who emphasize what they have in common with a client or customer are more successful than those who concentrate on waxing lyrical about what they are selling.
Culture is the Brand

More for Less: Getting the Best Performance for the Least Monetary Outlay

Effective Executive: 

Dr Bob Murray explores how encouraging managers and leaders to be adopt a more transformational approach is an effective way to improve productivity, with little, if any, direct cash outlay.

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How to liberate the inner entrepreneur in your Female employee

Effective Executive: 
Dr Bob Murray explores how to liberate the inner entrepreneur in your Female employee.
Supporting women entrepreneurs is essential to stimulate growth since the entrepreneurial potential of women has not yet been fully exploited.” This huge untapped entrepreneurial/intrapreneurial potential is waiting for any business, particularly any knowledge-based business, to exploit.
How to liberate the inner entrepreneur in your Female employee

Marketing and Sales: What Science Tells Us and What Marketing and Sales Training Frequently Leaves Out

Effective Executive:

Dr Bob Murray argues that successful sales and marketing people realize that they are in a relationships business rather than in the business of selling particular goods and services. The decision to buy a product is not simple and depends on many factors that are not obvious and certainly not rational. Having a good idea of how human beings actually work helps us to hone our skills and widen our opportunities.

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Rethinking Leadership Training

Effective Executive:

Dr Bob Murray and Dr Alicia Fortinberry argue that leadership is not about inspiring and scoring goals. They point out that workers do not take pep talks like hockey players and footballers do. Leading, in other words, is persuasion and takes time and patience. According to the authors, the members of staff are most engaged when they know that the firm has their best interests at heart. Teaching leadership, therefore, is not about what is learned from a keynote or classroom but a program of praise and recognition when the leader does the right human-centered thing.

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The New Capitalism: The Greater the Compassion, the Greater the Profit

Effective Executive: 

Dr Bob Murray and Dr Alicia Fortinberry argue for a new kind of capitalism driven by greater compassion and leading to greater profit. An organization not showing compassion, that does not look to what its workers really need in terms of their basic psychological drivers, will never get the support needed for cost containment or any major strategic initiative.

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Creating a Culture for Innovation

Effective Executive:

Dr Bob Murray explores the conditions necessary to create a culture of innovation. In order to institute any change—whether it is encouraging innovation, rapid adoption or a major strategic change—it is important to get the culture right. Without that, no transformation is possible. With it goes having the right leadership and sufficient trust—colleague of colleague, employee of manager (and vice versa), and in the organization as a whole.

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Creating an Effective Risk and Compliance Culture

Effective Executive:

Dr Bob Murray reflects on creating an effective risk and compliance culture. In this paper, we find answers to questions like: What is culture? Why culture is important in risk and compliance? How to create a culture? And what are organization-wide benefits?

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What Is a High Performing Team and What Does It Do Differently?

Effective Executive:

Writing in this edition, Dr Bob Murray argues that having an organization that is full of high performance teams is harder—and far more important—to achieve than having one full of high performing individuals. It is a common mistake to think that a team of high performers will automatically translate into a high performing team. Find out how high performing teams behave differently to other teams and how to best enable your teams to be genuinely high performing.

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Managing Upwards—Influencing and Developing Your Boss

Effective Executive:

The relationship you have with someone you report to is no different from any other relationship. To the human brain, all relationships are the same, both inside and outside the workplace. Find out why in this Effective Executive article written by Dr Alicia Fortinberry and Dr Bob Murray. And gain some evidence-based techniques and tips you can use to have better relationships with your boss to achieve the outcomes you want.

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Building Employee Engagement and High Performance in Times of Stress

Organizations can make use of the human need to socialize to reduce stress. In order to cope with the stressful arena in which most organizations operate, management must, head lessons from our distant past to see how humans are hard-wired to operate.

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Mixing Friendship and Business

Effective Executive: 

Dr Bob Murray explains why productivity, flexibility, engagement, staff and customer loyalty depend on the strength of interpersonal relationships at work.

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Social Intelligence

Studies show that socially intelligent leaders stand way above the rest when measured in terms of their people’s performance, engagement and productivity and their company’s profits. So what really makes a socially intelligent leader?

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Ode to Joy

Health Smart:

Alicia Fortinberry, among other leading happiness experts, uncovers the key components of lasting happiness in this Health Smart feature article.

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A Framework for Optimistic Organizations

Hong Kong Institute of Human Resource Management journal cover story:

In today’s challenging times, optimism is a strong competitive advantage. Dr Bob Murray and Dr Alicia Fortinberry show how an organization can become optimistic and resilient by maximizing five practical principles.

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