An article by Roy Howells first published in The Training Journal June 2003

A recent report commissioned by the Chartered Institute of Personnel and Development (CIPD) and the Centre for Management and Policy Studies (CMPS) drew attention to the adverse effects that large-scale change programmes can have on public sector employees and their attitudes to work. Irrespective of sector, change can take a lot of coping with, and it would take a supreme optimist to expect staff to agree wholeheartedly whenever a new way of doing things is proposed.

An article by Roy Howells originally published in the TMS Research Manual Third Edition 2003

This paper examines data relating to the Emotional Intelligence (EQ) scores of 180 individuals who were then categorised by the Team Management Profile (TMP). The purpose is to establish if there is a relationship between the two and if so, what the implications are. The subjects were primarily drawn from the upper middle ranks of the UK Civil Service who had applied for a training course on EQ.