If daring is the key to great leadership, and vulnerability is the key to being daring, then how can we combine the research on vulnerability with existing world-class tools to measure our journey towards becoming a great leader? The picture below shows the before and after of one of my clients. It shows a shift from…
It is estimated that employees spend 42% of their time engaging in or attempting to resolve conflict and 20% of Managers’ time is consumed with conflict-related issues. Masters and Albright (2002), in The Complete Guide to Conflict Resolution in the Workplace, point out that people thrive on conflict in most areas of their lives–football games, political debates, legal disputes–yet…
At its heart, Interest Based Problem Solving is inherently simple. There are four steps. Step 1: Defining the Problem – The Opportunity Statement This step leads a team to develop an Opportunity Statement. An opportunity statement creates the boundaries for the problem solving, usually begins with “What can/might we do to …”, is open-ended and…
The use of Interest-Based Problem-Solving (IBPS) to engage employees (and their representatives) in solving business problems is gaining momentum worldwide. At its heart, IBPS is a form of systems thinking that provides a structure to a problem solving or negotiating session where instead of it being “you against me because of the problem”, it becomes “you and…
The foundation text on interest-based problem-solving and negotiation. Since its original publication nearly thirty years ago, “Getting to Yes” has helped millions of people learn a better way to negotiate. One of the primary business texts of the modern era, it is based on the work of the Harvard Negotiation Project, a group that deals…
IF you start from the premise that people are “Inherently Good” AND you use the principle of “Inherent Simplicity” to help people discover more “Inherent Harmony”, THEN you will release more of the “Inherent Potential” and gain access to more “Inherent Dignity”. The four pillars or beliefs of Theory of Constraints (TOC) Management Philosophy are…
Here is how you improve your leadership thinking and behaviour. There are four questions you must answer. They logically have to be answered in order. Why change? Only you can answer this one. You know better than anyone what change will fix for you and what the benefit of improvement is. It is safe to…
When people feel pressure to Change and they feel pressure Not to Change they resist Change! Have you ever wondered why people often resist change, especially when they know it’s for their own good? If you’re intrigued by this paradox, this article will shed some light on this fascinating aspect of human behaviour. We are…
Interest Based Problem Solving is one of the key tools used in a High Performance through Engagement Strategy. It enables the people closest to the customer or processes to clarify the problems, analyse the problem, develop multiple options and craft innovative solutions. The use of Interest Based Problem Solving (IBPS) as a means to engage…
This article explains the challenge of growing with inherent dignity and what you can do about it. Let’s explore… “I think, therefore I am” This statement by René Descartes became a fundamental element of Western philosophy and is at the heart of the western analytical approach to life. It is self-focused. “I am, because of the others” This statement…
This is one of the best online introductions to Interest-Based Bargaining we have seen. It was produced by the The Fair Work Commission in Australia. Learn about a collaborative approach to bargaining – interest-based bargaining – and hear from employers, employees and representatives who have used it in their workplaces. Module overview This learning module…
Learn SEVEN secrets to changing mindset If you are familiar with: … then, you will love how all these come together in one powerful solution. If you haven’t heard of these, then this is your chance to find out more. This eWebinar can be attended on demand, booked or viewed as a replay. 👇 Join…
Who, or what should be blamed for poor performance? Should we blame the system or the people? The first problem here is blame. Nothing good ever came from blaming. Let’s think logically about the problem. It seems to me that we should focus on supporting people (not blaming them) so that they can improve the…
“”I chose you because of your unique style of teaching,” he surprises me. “Teaching through open discussion?” I’m astonished. “Yes,” he says categorically. “For this program I’m more and more convinced that that is the only prudent way. The students have the relevant day-to-day experience. Open debate, steering a group of people to develop the…
“The best way to move forward is to let go of the things that are holding you back.” – Billy Cox
“And your last observation highlights why Inherent Simplicity is so helpful. Inherent Simplicity recognizes that as we dive down, causes converge. Convergence means that each meaningful cause is responsible not for just one effect, but for more than one. Believing in Inherent Simplicity assures us that for any meaningful cause there are at least two…
The reason most people want change is to get more satisfaction. The reason most people don’t want to change is to maintain their security. When people feel pressure to change and they feel pressure not to change they resist change. That is not good for people who want to grow (and that is everyone!) There…
“And so we keep on thinking, because the next thought might be the answer.” Jonah Lehrer
“Your time is limited, so don’t waste it living someone else’s life. Don’t be trapped by dogma – which is living with the results of other people’s thinking. Don’t let the noise of others’ opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition. They…
“Tell me and I forget, teach me and I may remember, involve me and I learn.” Benjamin Franklin
