The more we learn about how we work the better we can become at what we do.
Knowing what you are makes for a more satisfying life.
Why conflict becomes entrenched.
Greater knoweldge about the way we work creates better control over how well we can work.
Precisley when we need good judgement the most, tiredness robs us of it.
Doing too much of what you don't enjoy is what makes work hard.
Authenticity is the final frontier for organisational and individual development.
Managing conflict, through an agreed way of doing so, reduces risk.
People are infinitley diverse, complex and changing.
We will invest in learning everything we can about everyone, except oursleves.
Organisational failures as most usually failures in one or more human relationships. Blame is often placed anywhere but there.
Experience of an organisation can be intuitiuvely understood in terms of whether it fosters a feeling of 'camp fires' or brick wall's. One fosters connection and warmth, and the other rigidity and authoritian inflexibility. Most people like campfires, few like brick walls.
Paying the bills is only part of what we can get out of work.