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HPtE Practitioner.com

HPtE Practitioner.com

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    • High Performance through Engagement (HPtE)Expand
      • The Origins and Evolution of HPtE – A Personal Perspective
      • How I harness Conflict
      • The Need for a New Approach
      • High Performance through Engagement (HPtE) in Industrial Relations
      • Introduction to The 3Cs Model: Commercial Responsibility, Customer Value, and Culture
      • The Role of Consensus-Based Decision Making in IBPS and IBN: Transforming Labour-Management Relations
      • High Performance through Engagement
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      • Managing Conflict in the Workplace
      • HPtE Collaborative MethodologiesExpand
        • Interest-Based Problem-Solving (IBPS)
        • The 3Cs Model
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        • Mastering Mindset
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HPtE Practitioner.com
HPtE Practitioner.com
  • I Asked AI to Explain HPtE. Here’s What It Got Right — and What Only Practitioners Know.
    High Performance through Engagement | The 3Cs Model

    I Asked AI to Explain HPtE. Here’s What It Got Right — and What Only Practitioners Know.

    ByKarl Perry March 20, 2026March 24, 2026

    Someone recently typed three words into Perplexity AI: “explain HPtE to me.“ Perplexity is an AI search engine. It reads the web, synthesises what it finds, and produces a structured answer with sources. What came back was surprisingly accurate. It was also, in important ways, incomplete. I want to walk through the conversation that followed…

    Read More I Asked AI to Explain HPtE. Here’s What It Got Right — and What Only Practitioners Know.Continue

  • The Conflict Tax: Three Functions, Three Perspectives, One Cost
    Conflict Tax | High Performance through Engagement | The 3Cs Model

    The Conflict Tax: Three Functions, Three Perspectives, One Cost

    ByKarl Perry February 24, 2026March 20, 2026

    Over the past few weeks, I’ve been exploring a single idea from three different angles — and what it reveals about the conflict tax across the organisation is something every leadership team needs to see. The idea is the Conflict Tax — the compounding cost of avoidance. Not the cost of conflict itself, but the…

    Read More The Conflict Tax: Three Functions, Three Perspectives, One CostContinue

  • The Conflict Tax: What Operations Leaders Are Actually Absorbing
    Conflict Tax | High Performance through Engagement | The 3Cs Model

    The Conflict Tax: What Operations Leaders Are Actually Absorbing

    ByKarl Perry February 24, 2026March 25, 2026

    Finance professionals see the Conflict Tax in overtime spend, project overruns, and KPI contradictions. HR and IR Directors see it in grievance patterns and repeat disputes. But there’s a third perspective that neither fully captures — and it’s where the conflict tax in operations hits hardest. Operations. Operational leaders live with the Conflict Tax every…

    Read More The Conflict Tax: What Operations Leaders Are Actually AbsorbingContinue

  • The Conflict Tax: What HR and IR Directors Are Really Managing
    Conflict Tax | High Performance through Engagement | The 3Cs Model

    The Conflict Tax: What HR and IR Directors Are Really Managing

    ByKarl Perry February 24, 2026March 25, 2026

    HR and IR Directors are the most conflict-experienced people in any organisation. You understand conflict better than any other function — and the conflict tax in HR is costing more than anyone has measured. You’ve sat in more grievance hearings, mediation sessions, and collective disputes than anyone else in the building. And yet — most…

    Read More The Conflict Tax: What HR and IR Directors Are Really ManagingContinue

  • The Conflict Tax: A Finance Leader’s Blind Spot
    Conflict Tax | High Performance through Engagement | The 3Cs Model

    The Conflict Tax: A Finance Leader’s Blind Spot

    ByKarl Perry February 24, 2026March 25, 2026

    Every finance professional I’ve worked with knows their cost base inside out. They can tell you the variance on any line item, the trend on any cost centre, the forecast for any quarter. But there’s a cost most of them have never measured — and it’s costing finance teams more than they realise. I call…

    Read More The Conflict Tax: A Finance Leader’s Blind SpotContinue

  • Interest Based Problem Solving: The Engine of High Performance through Engagement
    Collective Problem Solving | Group Effectiveness Training | High Performance through Engagement | Interest-Based Problem-Solving (IBPS)

    Interest Based Problem Solving: The Engine of High Performance through Engagement

    ByKarl Perry November 16, 2024November 19, 2024

    Interest Based Problem Solving (IBPS) is more than just a conflict resolution tool—it’s the core methodology driving successful High Performance through Engagement (HPtE) Strategy® implementations. By focusing on underlying interests rather than positions, IBPS enables organisations to harness tension between competing priorities and transform potential conflicts into opportunities for innovation and growth. The Challenge: Balancing…

    Read More Interest Based Problem Solving: The Engine of High Performance through EngagementContinue

  • Building Stronger Labour Relations in Maritime
    High Performance through Engagement | Leadership | Managing Conflict in the Workplace

    Building Stronger Labour Relations in Maritime

    ByKarl Perry October 14, 2024November 19, 2024

    In today’s rapidly changing world, maintaining harmonious labour relations is more crucial than ever. This is especially true in industries like maritime, where smooth operations rely on the cohesive cooperation between management and unions. Recently, the Port of Auckland has demonstrated that what was once a fractious relationship can evolve into a thriving partnership, serving…

    Read More Building Stronger Labour Relations in MaritimeContinue

  • When an Aviation Icon Chose Collaboration Over Conflict
    High Performance through Engagement | Interest-Based Problem-Solving (IBPS) | Organisational Performance | The 3Cs Model

    When an Aviation Icon Chose Collaboration Over Conflict

    ByKarl Perry March 25, 2024March 26, 2026

    In 2013, Air New Zealand faced a problem that plagues organisations worldwide: decades of adversarial union-management relationships that drained resources, stifled innovation, and created a culture of mutual distrust. CEO Christopher Luxon called it the “Punch and Judy Show” — a theatrical performance where management and unions played predictable roles, fighting the same battles repeatedly…

    Read More When an Aviation Icon Chose Collaboration Over ConflictContinue

  • What is High Performance through Engagement?
    High Performance Organisations | High Performance through Engagement

    What is High Performance through Engagement?

    ByKarl Perry March 28, 2023March 28, 2023

    “We are in the middle of one of the most profound shifts in human history, where the primary work of mankind is moving from the Industrial Age of “control” to the Knowledge Worker Age of “release.” – Stephen R Covey For centuries people have organised themselves into collective groups. We all know that when we…

    Read More What is High Performance through Engagement?Continue

  • Three Legged Stool of sustainable high performance
    High Performance through Engagement | The 3Cs Model

    Unlocking Sustainable High Performance: The Power of the Three-Legged Stool

    ByKarl Perry March 27, 2023March 28, 2023

    In the context of sustainable high performance in an organization, the three-legged stool metaphor represents the three necessary conditions for achieving that goal: The first leg of the stool is Commercial responsibility, which refers to an organization’s ability to manage its finances, resources, and operations to ensure its long-term viability and profitability. This leg supports…

    Read More Unlocking Sustainable High Performance: The Power of the Three-Legged StoolContinue

  • Five Ways Interest-Based Problem-Solving Accelerates Personal Growth and Development at Work
    High Performance through Engagement | Interest-Based Problem-Solving (IBPS) | Organisational Performance

    Five Ways Interest-Based Problem-Solving Accelerates Personal Growth and Development at Work

    ByKarl Perry March 25, 2023June 16, 2023

    Interest-Based Problem-Solving, an approach rooted in addressing the underlying needs, interests, and concerns of all parties involved, has gained prominence as an effective method for conflict resolution and collaboration in the workplace. In addition to fostering stronger working relationships, this method can also accelerate personal growth and development. By incorporating elements of Robert Kegan’s Constructive…

    Read More Five Ways Interest-Based Problem-Solving Accelerates Personal Growth and Development at WorkContinue

  • Ladies and gentlemen.  The financial performance is not enough! A word from Goldratt.
    High Performance Organisations | High Performance through Engagement | Interest-Based Problem-Solving (IBPS)

    Ladies and gentlemen. The financial performance is not enough! A word from Goldratt.

    ByKarl Perry April 22, 2020June 30, 2024

    “Ladies and gentleman.  The financial performance is not enough. The real thing is the harmony within the company. If you have the harmony within the company the financial performance will arrive. If you don’t have the harmony inside the company the financial performance, even if you have them, will be lost. The real key is…

    Read More Ladies and gentlemen. The financial performance is not enough! A word from Goldratt.Continue

  • “Perhaps the majority on either side do not believe that it is possible so to arrange their mutual relations that their interests become identical.”
    High Performance Organisations | High Performance through Engagement | Interest-Based Problem-Solving (IBPS) | Organisational Performance

    “Perhaps the majority on either side do not believe that it is possible so to arrange their mutual relations that their interests become identical.”

    ByKarl Perry January 14, 2020March 31, 2023

    “It would seem to be so self‑evident that maximum prosperity for the employer, coupled with maximum prosperity for the employé, ought to be the two leading objects of management, that even to state this fact should be unnecessary. And yet there is no question that, throughout the industrial world, a large part of the organization…

    Read More “Perhaps the majority on either side do not believe that it is possible so to arrange their mutual relations that their interests become identical.”Continue

  • High Performance Engagement, Air New Zealand, and the 3C’s
    High Performance Organisations | High Performance through Engagement | Organisational Performance | The 3Cs Model

    High Performance Engagement, Air New Zealand, and the 3C’s

    ByKarl Perry June 19, 2019March 23, 2023

    “The thing for me is recognising that, as a business leader, you have a responsibility to lead a company for the future, leaving it in a better place in five, 10, 15, or 20 years’ time. My job is to make sure that commercials are strong, the customer experience is great, the culture of the…

    Read More High Performance Engagement, Air New Zealand, and the 3C’sContinue

  • Remove resistance or harness it?
    Collective Problem Solving | High Performance through Engagement | Organisational Performance

    Remove resistance or harness it?

    ByKarl Perry April 19, 2019March 23, 2023

    There are fundamentally two approaches to dealing with resistance to change. First, we can see the power in it and utilise it in the same way as Dr. Kegan and Dr. Lahey suggest in my last post or, we can see it as harmful and try to eliminate it. In 2001 Prof. Victoria Mabin and…

    Read More Remove resistance or harness it?Continue

  • Collective Problem Solving | High Performance through Engagement | Interest-Based Problem-Solving (IBPS)

    KiwiRail – HPHE

    ByKarl Perry August 15, 2018August 15, 2024

    At KiwiRail, adopting a high performance, high engagement strategy has helped them boost engagement, increase productivity and improve health and safety.

    Read More KiwiRail – HPHEContinue

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  • Home
  • About Karl
  • What is HPtE?
  • Services
    • High Performance through Engagement (HPtE)
      • The Origins and Evolution of HPtE – A Personal Perspective
      • How I harness Conflict
      • The Need for a New Approach
      • High Performance through Engagement (HPtE) in Industrial Relations
      • Introduction to The 3Cs Model: Commercial Responsibility, Customer Value, and Culture
      • The Role of Consensus-Based Decision Making in IBPS and IBN: Transforming Labour-Management Relations
      • High Performance through Engagement
      • How does HPtE Strategy® differ from other continuous improvement frameworks
      • Managing Conflict in the Workplace
      • HPtE Collaborative Methodologies
        • Interest-Based Problem-Solving (IBPS)
        • The 3Cs Model
        • Leadership Development
        • Training
        • Mastering Mindset
  • Latest Thinking
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