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Mark Noort

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Mr Mark Noort is research assistant at the London School of Economics and Political Science, prospective doctoral researcher and manager of IPOC. He has held his research post since 2012 and is involved as principal analyst in an award winning research program into organisational safety culture across the European air traffic management industry. He has been involved in teaching on an MSc course of organisational decision-making and has conducted a large number of psychological studies at Utrecht University and the LSE. He studied for his MSc degree in social and cultural psychology (2012, 2:1 hons) at the London School of Economics and BSc in psychology (2011, cum laude/GPA 4.0) at Utrecht University. He was one of two (out of 600) to receive both latin honours and a certificate from the highly selective extracurricular Von Humboldt College honours programme.

Mr Noort publishes and presents on the topic of risk and organisational psychology in ‘high-risk’ industrial settings (e.g. aviation, medicine). His research develops theory, methods and practice for using social and cultural psychology to explain risk beliefs and management, and has resulted in an increasing number of early-career peer-reviewed publications and book chapters. More specifically, Mr Noort’s research examines i) how sociocultural processes shape risk perceptions, beliefs and behaviours, ii) how decision-making is shaped by group processes and context, and iii) how cultural processes influence organisational outcomes. Methodologically, Mr Noort has expertise in a range of techniques, including high-level quantitative methods (e.g. structural equation modelling) and qualitative methods (e.g. interviewing).

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SHARED UNDERSTANDING

The space to listen, speak and share understanding

Listening can be a tricky business, as this video of Dwight Schrute (The Office, US) illustrates. Yet to learn and innovate, it is vital that organisations listen well to their stakeholders (e.g. employees, customers, and colleagues). A recent article in the Journal of Change Management (Whitley & Price, 2014) showed that organisations that actively listen […]

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