A Story of One Meeting

In every company’s evolution there are times when a critical mass of conflicts and unwillingness to listen to each other seemingly kills the last hope for a peaceful resolution. Why is this happening? Who’s right, who’s wrong?… tons of questions but there is no time for scrutiny, the entire working day is filled with a routine workload. You dive into management manuals, try to mitigate problems with some administrative matters, then with some “carrots”  – […]

By |August 21st, 2014|

Community and Conversation in Holacracy

Holacracy describes itself as a system which “bakes empowerment into the core of the organization.”     Empowerment comes through:

Recognition that people can interpret data and develop a system that brings the current reality into a positive potential; people do not always need someone higher in hierarchy to state what needs to be done.
Groups developing their own series of tasks.
Self-selecting who the best candidates are for the group, even if they are from different traditional concepts of […]

By |January 30th, 2014|

Holacracy: Government by the Whole through Circles of Purpose

Democracy, meritocracy, bureaucracy, autocracy, plutocracy and holacracy are all words which focus on how power is distributed throughout a group of people and how members of the group can obtain positions of power.  In a democracy, the people decide.  In meritocracy, a person’s ascension to and retaining of power depends on his or her ability to achieve goals.  Individual talent doesn’t matter in a plutocracy, money wields power.  In autocracy, a very small group or […]

By |January 14th, 2014|

Delegating with Emotional Intelligence

When hiring managers, do you look at B-school grades and courses to assess a person’s cognitive ability to strategically evaluate problems and develop solutions and/or do you look at a person’s emotional ability to strategically delegate problems to develop solutions.  Since grades, courses and experience are easy to objectively measure, company executives tend то леан towards these.  After all, it is how we all have been evaluated throughout our education history.  Less obvious, but just as important, is a person’s emotional ability to break through bottlenecks in productivity and innovation, commonly referred to as Emotional Intelligence or EI.

There has been great focus on EI in executive leadership development since executives must concentrate on developing a team that will execute vision and innovation.  Executives’ function is doing the right thing.  Managers’ function is doing the thing right.  It means delegating responsibilities throughout their department so that goals are correctly met.  How effectively managers can delegate depends on the EI skills in their managerial toolbox. […]

By |November 19th, 2013|

A Landscape of Ivory Towers and Steel Silos

A typical metaphor used for university education is “ivory tower”. This brings up the image of several stodgy professors busily researching a subject and not looking to see how it relates to the world around them.  The professors hammering away at their very narrow subject area are sure that their ivory tower will remain safe, even when attacking troops are trying to storm the castle.  Business leadership models have the same sort of metaphor, but use the more modern image of silos.

Like towers, silos store information for a specific purpose.  When upper level management needs that information, they go to the particular silo, release kernels of knowledge to fill the truck and then deliver the information to executive meeting rooms where the information is used as an ingredient for a new product.

When professors stay in ivory towers their research is no longer relevant to the outside world.  When departments stay in silos, their kernels rot.  Information, like the rotten kernels, is still there, but the information is no longer fit for creating a new product.  Both silos and ivory towers represent exclusivity irrelevant to the changing landscape.  As well, silos and ivory towers are built and protected so that a small group or even one person can control what goes on inside and what products are available to the outside. […]

By |November 14th, 2013|

Weekend Thought

“Business is simple. Management´s job is to take care of employees. The employees’ job is to take care of the customers. Happy customers take care of the shareholders. It´s a virtuous circle.”
– John Mackey, Founder and CEO, Whole Foods Market.

By |November 9th, 2013|

Colleagues and Learning: Another Part of the Engagement Elixir

Do direct managers drive employee engagement? Countless leadership studies and articles summarize types of behaviors managers and, more specifically, direct supervisors, should hone to increase employees’ engagement, thus raising productivity and increasing loyalty.  These studies, though, are short-sighted because they place increased employee engagement solely on the shoulders of management without acknowledging the dynamic, multi-layered network of components contributing to a nimble and cohesive workforce.

Increased employee engagement develops from employees’ total work experience, not just behavior modification schemes passed from upper management to direct supervisors.  […]

By |November 5th, 2013|
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The Secrets to Being Happy at Work

Corporate Culture FitThe Integral Body & Thinking Integral Group cordially invite you to join us for a FREE intro workshop "The Secrets to Being Happy at Work" on Dec 4, 2014 at 6:30PM.  We all want to enjoy our jobs but why many of us are pretty unhappy being at work and don't really see much of advancement in their careers? Let's not waste our lives, life is too short to be unhappy - We invite you to take on a journey to greater job satisfaction and advancement in your career. We are anxious to see you and to share quite a few Secrets to Being Happy at Work. Space is limited, RSVP at NOW!

Thinking Integral & Scrum Mastering Join Forces to Create Integral Agile

June 9, 2014

Scrum Mastering and Thinking Integral Group have joined forces and created a unique agile framework that combines the latest achievements in Organizational Psychology with the famous Scrum methodology. The Integral Agile methodology naturally blends much-needed human element with Scrum’s powerful set of principles and practices. Adding human connection, the key component affecting team’s performance, enables organizations to create an agile, collaborative and connected culture that brings Scrum to its ultimate level of implement.  

Thinking Integral to Present at IBM Innovate 2014

May 2, 2014

We are pleased to announce that Thinking Integral Group was chosen to present at INNOVATE 2014 - The IBM Technical Summit on June 5, 2014. We will run a special session

"Integral Agile: Addressing the Human Issues In Regard to Full-Scale Deployment Automation."

In businesses of all sizes, communication is a vital factor in achieving success on every level. Communication barriers persist throughout the business world amongst employees and in conjunction with potential customers and clientele, by cause of basic concepts such as tone of voice, body language and simple misunderstandings. Accumulation of conflicts in a workplace result in damaging consequences which consume and deplete a business both internally and externally. Join this session to learn how many organizations have created an open, collaborative culture, particularly when adopting tools that change the working life of employees, and the benefits they have realized from doing so.