Embracing and Meeting People’s Needs Leads to a Thriving Workplace

Making employees feel highly valued is an essential aspect of keeping a positive work environment. The best way to do this is by attending to their needs. This means creating a culture where employees feel comfortable expressing their needs and have a voice in the workplace.

Dialogue plays a crucial role in surfacing individual needs. Encouraging employees to communicate openly and regularly is key to understanding what they need to feel valued and supported. This could be through regular one-on-one meetings, team meetings, or other forms of communication.

It is also important to listen actively and show empathy towards people’s needs. This could mean providing flexible work arrangements, offering professional development opportunities, or acknowledging their contributions and successes.

By understanding and attending to people’s needs, you create a workplace that is supportive, inclusive, and respectful. This helps to foster a sense of community and enhances job satisfaction, motivation, and engagement. In turn, this leads to improved performance and overall success for the organisation.


Shift Your Workplace Culture with Organisational Psychotherapy

Organisational psychotherapy, the process of exploring and addressing the collective assumptions and beliefs within a company, has become an increasingly important tool for modern businesses looking to improve the well-being and satisfaction of their people. The central focus of this approach is culture change, as it is through a shift in the company’s shared assumptions and beliefs a.k.a. the culture that people’s needs can be met in a powerful way.

One of the key benefits of organisational psychotherapy is the way in which it helps to create a culture of open communication and mutual understanding. This is especially important in today’s business environment, where people are often under significant stress and pressure. By providing a safe and supportive space in which people can surface and reflect on their collective assumptions and beliefs, organisational psychotherapy encourages people to open up and express themselves in ways that are not always possible within the normal workplace environment. This leads to a greater sense of trust and connectedness between people, which in turn fosters a more positive and productive work environment.

Another important aspect of organisational psychotherapy is the way in which it helps to align individual needs with the goals and values of the organisation. This is critical because it is only by understanding and addressing the needs of individuals that a company can truly thrive. For example, by exploring the needs of employees, organisations can create a culture that supports and encourages individual growth, while also aligning with the overall goals of the company. When employees feel valued and supported, they are more likely to stay with the company, perform at their best, and contribute to its success.

Moreover, the process of organisational psychotherapy also helps managers to understand and manage their own needs. By exploring the emotional and psychological drivers behind their decisions and behaviours, managers can gain greater insight into their own motivations, as well as the impact that they have on their employees. This can be particularly valuable in situations where managers are dealing with conflict or difficult employees, as it provides them with the tools and insights they need to resolve these challenges in a way that is respectful and supportive of all parties involved.

In conclusion, organisational psychotherapy is a powerful tool for helping employees and managers get their needs met. By fostering open communication, aligning individual needs with organisational goals, and empowering managers to understand and manage their own needs, this approach helps to create a workplace culture that supports and celebrates the well-being of everyone involved.


Hearts Over Diamonds: The Fundamentals of Organisational Psychotherapy

Cover of book "Hearts Over Diamonds"

Are you tired of working in a toxic work environment that is draining your joy and hindering your career?

Want to be part of a positive and inclusive culture that promotes growth and well-being?

Then look no further than Hearts Over Diamonds: The Fundamentals of Organisational Psychotherapy.

In this foundational ebook, you will discover the power of Organisational Psychotherapy in transforming corporate cultures. With the right tools and techniques, you can understand how to change collective assumptions, beliefs, and behaviors that have been hindering your career development and your success. By shifting focus to everyone’s well-being, you can be part of a supportive and nurturing work environment that fosters growth and collaboration for all.

The benefits of implementing Organisational Psychotherapy are numerous and far-reaching. From increased job satisfaction and reduced turnover, to improved communication and better problem-solving skills, you’ll be better equipped to face the challenges of today’s fast-paced business environment.

Don’t wait any longer to be an active and informed player in revolutionising your organisation. Get your copy of Hearts Over Diamonds today and start your journey to a healthier and more productive career.

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The Secret Deeds of Employees that Leave Managers Speechless

Employees can engage in behaviors that managers may find unexpected and even unethical. Some examples include sabotage, defiance, spreading rumors, lying, and selling information. However, it is important to understand that these actions are often rooted in deeper motivations and are not necessarily indicative of malicious intent.

Sabotage, for example, may stem from an employee feeling undervalued or overworked. They may believe that the company or management is not supporting them, and they resort to sabotaging work in an attempt to bring attention to their concerns. In these situations, it is crucial for managers to listen to employee complaints and work to address their concerns.

Defiance can also be a result of frustration with management or company policies. Employees may feel that their opinions, ideas and needs are not being heard, leading them to challenge authority. Again, open communication and a willingness to listen to employee feedback can help resolve these conflicts.

Spreading rumors can be a manifestation of insecurity or a desire for control. Employees may feel that they do not have a direct line of communication with management and resort to spreading rumors to try and gain insight into company decisions or to shape perceptions. Managers can combat this by being transparent in their communications and building trust with employees.

Finally, selling information can be driven by financial need or a belief that the information is not confidential or sensitive. In these cases, it is essential for companies to establish clear guidelines and policies around the handling of confidential information, and to provide employees with the resources they need to succeed.

In conclusion, while employees can engage in behaviors that managers may find unexpected, it is crucial to avoid the Fundamental Attribution Error and understand the underlying motivations. By addressing these motivations and fostering open communication, managers can build a positive workplace culture and minimize the likelihood of unethical behavior.


Disrupting the Chimera: Unveiling the Truth Behind the Concept of Talent

Talent is a chimera, a figment of the imagination, a mirage of the mind. It is the result of the stories we tell ourselves, the beliefs we hold dear, and the myths we propagate. The notion of talent is a seductive one, a powerful idea that has captured the imagination of people for centuries. We want to believe that there are a select few who are blessed with gifts, that some people are just naturally better than others. But the reality is that talent is nothing more than a construct, a way of thinking that obscures the truth and distracts us from the real forces that shape our lives and determine our success.

The truth is that talent is a product of the system, a complex web of social, economic, and cultural forces that shape our lives and determine our destiny. The system accounts for 95% of each person’s productivity, influencing our choices, shaping our beliefs, and directing our paths. It determines who has access to resources and opportunities, who gets the support and guidance they need to develop their skills, and who is able to pursue their passions and realise their potential. The system is the hidden force behind the success of the so-called talented few, providing them with the resources and opportunities they need to hone their skills and cultivate their abilities.

The system is a powerful entity, one that shapes our lives in countless ways. It influences the way we think about ourselves, our abilities, and our potential. It sets the standards for what is considered talented, determining who is recognized and celebrated, and who is marginalized and overlooked. It also creates the conditions that enable or disable success, providing some people with the resources they need to succeed while leaving others struggling to get by.

But the system is not all-powerful. It is not an unyielding force that dictates our fate. It is a dynamic entity, one that can be influenced, shaped, and changed by those who are willing to challenge the status quo. The system can be transformed, but it requires a deep understanding of how it works, an unwavering commitment to change, and the courage to act. We must be willing to challenge the myths of talent, to reject the notion that some people are simply better than others, and to recognize that success is a product of the system, not of innate ability or talent.

In conclusion, talent is a chimera, a false idea that obscures the truth and distracts us from the real forces that shape our lives and determine our success. Talent may be a chimera, but the system is real, and it is up to us to shape it, to influence it, and to make it work for us.


Crush the “That’s a Great Idea But…” Blues with These Brainy Tips!

That’s a Great Idea But…

We have all encountered this situation: someone comes up with an innovative and promising idea, everyone agrees it’s a great idea, and yet, nothing happens. Why does this occur so frequently?

The answer lies in our cognitive biases, particularly loss aversion and the status quo bias. Loss aversion is a concept in psychology that suggests that people have a strong tendency to stick with what they already have, unless there is a compelling reason to switch. This is because the perceived disadvantage of leaving the status quo is often greater than the potential advantages of change. The status quo bias reinforces this, as it makes people resistant to change and reinforces the idea that the current state is acceptable.

These biases have a significant impact on decision making, as people are often reluctant to give up established strategies that have been working, no matter how ineffective they may be, for fear of losing what they already have. This resistance to change is further exacerbated by risk aversion, as people tend to be risk averse and may hesitate to embrace new ideas if they perceive there to be a risk involved.

In order to overcome these biases, it’s important to create a culture that values innovation and encourages open-mindedness. This can be achieved through education and awareness, exposure to new ideas and perspectives, and involving The Folks That Matter™ in the decision-making process. By acknowledging and addressing these biases, we can create a more innovative and dynamic environment that fosters growth and progress.

In conclusion, “that’s a great idea but…” is a common refrain, but it doesn’t have to be. By recognising the impact of loss aversion and the status quo bias, we can work to overcome these biases and create an environment that values innovation and progress.

Growing the Bottom Line: Building Capability

It’s a common misconception in the business world that companies should focus solely on building and selling products. While this may lead to short-term success, it can limit a company’s growth and long-term potential. In reality, the true source of value for a company is its people and their ability to build and grow the company as a whole.

Building a company’s capability, or its capacity for success, is a crucial aspect of business that is often overlooked. This refers to a company’s ability to effectively manage its resources, adapt to change, and execute its plans. When a company invests in its capability, it’s investing in the future of the business and its long-term success.

For example, a company that focuses on building its capability may invest in giving people time an space to think, in research and development, and in reflecting on its collective assumptions and beliefs which account for the way things are done. By doing so, the company is not only building its ability to succeed in the present, but it is also preparing for the future. As the business grows and changes, a company with a strong capability will be able to adapt and continue to grow.

In contrast, a company that focuses solely on product development may find itself in a precarious position. If the product becomes outdated or is no longer in demand, the company may struggle to adapt and may eventually falter. On the other hand, a company that has built its capability will be able to pivot and adjust to the changing market, even if its original product is no longer successful.

Investing in capability also pays off in terms of attracting and retaining capable people. Companies that offer opportunities for personal growth and development are more likely to retain their people and see increased morale and engagement This leads to a stronger and more stable workforce, which can drive a company’s success.

In conclusion, while building products is certainly important, it is not the only, or even the most important, aspect of a company’s success. Building a company’s capability is critical for long-term success and growth. Companies that focus on building their capability will find that the payback of this investment is substantial, in terms of future success, employee retention, and overall growth. So, while it may seem funny that companies want their people to build products, the real value lies in building the company’s capability.

1000 Little Acts of Defiance: Disengaged Employees Are Costing You Big Time

1000 little daily acts of defiance are small, seemingly insignificant actions that individuals take to undermine the purpose and goals of an organisation. Defiance is the flip side of compliance.

1000 little daily acts of defiance can take many forms, such as purposely slowing down everyone’s work, failing to complete tasks to the best of one’s abilities, and spreading rumors and negativity. The motivations behind these acts can range from frustration with management decisions, a feeling of being undervalued or that one’s needs are being discounted or ignored, or a desire to push back against what is perceived as an oppressive work environment.

One historical example of this type of resistance can be seen in the Luddite movement of the 19th century. The Luddites were skilled textile workers who, in response to new technologies that threatened their livelihood, engaged in acts of sabotage against the factories that employed them. This act of defiance was rooted in a desire to protect their jobs and way of life, and it had a significant impact on the industry.

Similarly, saboteurs are individuals who intentionally engage in acts that disrupt the operations of your organisation. This can range from damaging equipment to leaking sensitive information. Saboteurs are often motivated by a desire to cause harm or disrupt the operations of an organisation that they believe is acting unethically or in opposition to their interests.

The impact of these 1000 little daily acts of defiance can be significant. The reduction in productivity and morale can have a direct impact on the bottom line, with a recent study finding that quietly defiant employees can cost a company an average of $3,400 per year. In addition, these actions can also create a toxic work environment, leading to increased turnover and decreased employee satisfaction.

Data further supports the impact of these acts of defiance. For example, a study by the Society for Human Resource Management found that companies with high levels of employee engagement had a 41% lower absenteeism rate than companies with low levels of engagement. This highlights the fact that when employees feel valued and engaged, they are more likely to show up for work and be productive.

In conclusion, 1000 little daily acts of defiance can have a significant impact on an organisation’s bottom line. From the Luddites to modern-day saboteurs, individuals have long sought to resist the operations of organisations that they believe are acting in opposition to their interests. While these acts may seem small and insignificant, they can have a significant impact on productivity and morale, leading to a major drag on the overall success of an organisation. Creating a supportive, engaging work environment well serves those companies needing to mitigate the occurrences of defiance and enhance their success.

Radiant Responsibility: Companies Shine with Ethical Standards and Radiant Transparency

In the vast and complex world of commerce and industry, there are a multitude of factors that contribute to a company’s success or failure. Of these, perhaps none is more important than a culture of transparency and accountability. And one of the most powerful tools in promoting this culture is the act of whistleblowing.

Whistleblowing refers to the act of reporting misconduct or illegal activity within an organisation to those who have the power and responsibility to take action. It is an act of courage that can be difficult for the whistleblower, but one that ultimately benefits both the company and its stakeholders.

At its core, whistleblowing is about promoting a culture of transparency and accountability within an organisation. When employees feel confident that they can report unethical or illegal behavior without fear of retribution, it sends a message that the company values honesty and integrity above all else.

The benefits of this kind of culture are numerous and far-reaching. For starters, it promotes a sense of trust and confidence among employees, which in turn can lead to increased morale and job satisfaction.

In addition, a culture of transparency and accountability also promotes ethical behavior within the company. Employees are less likely to engage in unethical or illegal behavior when they know that their peers are also acting ethically.

Furthermore, a culture of transparency can also have a positive impact on a company’s reputation. When employees feel confident that they can report unethical behavior without fear of retaliation, it sends a message that the company is committed to doing the right thing, even when it is difficult. This can help to improve the company’s standing in the eyes of its customers, shareholders, and other stakeholders, all of which can have a positive impact on the company’s bottom line.

Ultimately, the benefits of whistleblowing cannot be overstated. It is a critical component of a healthy and successful organisation, and one that can have a positive impact on a company’s bottom line in a number of ways. Whether it is improving morale, promoting ethical behavior, or building trust and confidence, the benefits of whistleblowing are clear and undeniable.

In conclusion, in the complex and ever-changing world of commerce and industry, the importance of a culture of transparency and accountability cannot be overstated. And among the many tools available for promoting this culture, whistleblowing stands out as one of the most powerful. By supporting employees in reporting unethical or illegal behavior without fear of retribution, it promotes a culture of trust, confidence, and respect, all of which can have a positive impact on a company’s bottom line. So let’s embrace the power of whistleblowing, and work together to build a brighter, more transparent future for all.


Mind Games: Let’s Talk About the Dark Side – Psychopathy in the Workplace

Psychopathy is a personality disorder characterised by traits such as lack of empathy, charm, and manipulation. It has a significant impact on organisations, as individuals with psychopathic tendencies have a negative effect on their colleagues, as well as on the overall work environment.

Sidebar: Psychopathy is considered a disorder because it is associated with a range of negative outcomes, including violent behavior, impulsive and irresponsible actions, and a lack of empathy or remorse. People with psychopathy often have difficulty forming and maintaining meaningful relationships, and they may engage in antisocial or criminal behavior. Additionally, research has shown that individuals with psychopathy have neurological and cognitive differences suggesting that it is a biological as well as psychological disorder.

Studies have shown that individuals with higher levels of psychopathy tend to have lower levels of emotional awareness. This lack of empathy could stem from a low awareness of others’ emotions, which can result in a lack of concern for the feelings and well-being of others. However, it should be noted that this is only true for individuals with psychopathy who have also experienced childhood abuse or neglect. For those who have not experienced abuse or neglect, they may have high levels of emotional awareness, which could help them be more manipulative and charming.

According to data from the World Health Organisation, approximately 1% of the general population is estimated to have psychopathy. In organisations, this number is likely to be higher, as individuals with psychopathic tendencies tend to be drawn to positions of power and control, such as CEO, CFO, and senior management positions.

The impact of psychopathy in organisations can also be seen in terms of unethical behavior. Individuals with psychopathic tendencies have been shown to engage in unethical behaviors such as lying, cheating, and stealing, and are more likely to engage in illegal activities, such as embezzlement or fraud. This can have a significant financial impact on organisations, as well as harming their reputation.

The negative impact of psychopathy on the work environment can also result in lower morale and increased turnover rates. Individuals with psychopathic tendencies can be hostile and intimidating, causing fear and stress in their colleagues.

Furthermore, the manipulative nature of individuals with psychopathic tendencies can also result in a lack of trust among employees. Psychopaths are often able to deceive others and manipulate situations to their advantage.

In conclusion, the impact of psychopathy in organisations can be significant and far-reaching. Few organisations have any kind of programme to address this risk.


Own It!: The Organisational Therapy Catechism

As an organisational therapist, I have a simple catechism that I adhere to: “The client always owns the problem, the client always owns the solution”.

This is a fundamental principle in my approach to therapy and is based on the teachings of the famous psychologist, Carl Rogers.

According to Rogers, “the only person who can change the client is the client themselves. The therapist’s role is to create a space for change to happen.” And “the good therapist is congruent, genuine, empathic, and non-judgmental”.

This means that as a therapist, I must be authentic, understanding, and non-judgmental when working with clients. I must also be congruent, meaning that my words, actions, and feelings must be in harmony with each other.

This principle is important because it recognises that the client is the expert in their own life and has the power to solve their own problems. By holding the space for the client to surface their own experiences, I can help them to reflect upon the root causes of their issues and find their own unique solutions.

For example, when working with an organisation that is facing a problem with low employee morale, I would not offer my own opinions or prescribe a solution. Instead, I would work with the organisation to explore the underlying causes of the problem, such as poor leadership, lack of communication, or an unclear company vision. By doing this, the organisation can develop its own solution that is tailored to its specific needs and culture.

I also understand that the client is not just an organisation, but also its employees and all the Folks That Matter™. This means that I choose a holistic approach to therapy, taking into account the different perspectives and experiences of all involved.

In conclusion, my catechism “The client always owns the problem, the client always owns the solution” is a key part of my approach to organisational therapy. By focusing on the client’s own experiences and working with them to find their own solutions, I can help organisations to overcome their challenges and reach their full potential.

Connecting with Others: The Power of Empathy in Building Strong Relationships

Empathy is defined by psychologist Marshall Rosenberg as the ability to connect with the spirit that’s alive in others. It involves sensing emotions, thoughts, and bodily sensations of another person, without judgment or evaluation. Empathy is often seen as the greatest gift we can give, as it creates the foundation for building strong and meaningful relationships.

However, note that empathy does not include understanding. Understanding is the ability to intellectually comprehend another person’s experience, whereas empathy is the ability to actually experience it with them. Empathy is a critical aspect of healthy human relationships, and it allows us to form deep connections with others, even if we have never experienced their specific situation.

So, how can we learn to empathise with others? Here are some practical steps:

1. Practice active listening: This means putting aside our own thoughts and feelings, and focusing on what the other person is saying. Try to pick up on non-verbal cues, such as body language and tone of voice, and acknowledge what you are sensing in the moment.

2. Refrain from judgment: Empathy requires an open and non-judgmental mind. It is important to let go of any preconceived notions and biases, and allow ourselves to fully connect with the other person.

3. Practice self-awareness: By becoming more aware of our own thoughts, feelings, and sensations, we are better equipped to connect with others. This means taking time to reflect on our own experiences and how they may impact our ability to empathize with others.

4. Ask questions: If we are not sure how someone is feeling, it is important to ask. This helps us to gain a deeper understanding of the other person’s experience and to connect with them on a more meaningful level.

5. Practice empathy: The more we practice empathy, the better we become at it. This means intentionally seeking out opportunities to connect with others, such as volunteering, participating in community events, and engaging in conversation with people from diverse backgrounds.

In the business world, empathy plays an important role in building strong relationships with customers, employees, and business partners. Companies that foster empathy in the workplace tend to have more satisfied employees and customers, lower turnover rates, and a more positive company culture.

Furthermore, empathy can lead to better decision making, as it allows us to consider the impact of our actions on others.

In conclusion, empathy is indeed the greatest gift we can give, as it creates a deep sense of connection and understanding between people. Empathy requires an open mind, active listening, self-awareness, and practice, and it plays a crucial role in both personal and professional relationships. By cultivating empathy in our daily lives, we can build stronger relationships and contribute to a more connected and harmonious world.

Elevating Customer Experience: The Key to Unlocking Increased Revenues and Decreased Costs

In recent years, a new approach to customer experience has been gaining popularity: customer SUCCESS. Customer success focuses on achieving specific outcomes for the customer. By embracing this new perspective, companies can improve customer satisfaction, reduce costs, increase revenue, and ultimately, make more money.

One of the biggest benefits of a focus on customer success is increased customer retention. Studies show that a focus on customer success can lead to a 5-10% increase in customer retention rates, which in turn can result in a decrease in the cost of acquiring new customers. Customer loyalty also sees a boost, with successful customers being more likely to refer others to the company, leading to more cost-effective word-of-mouth marketing.

Another way that customer success impacts costs, revenues, and money is by improving customer loyalty. Customers who are successful are more likely to refer new customers to a company. This word-of-mouth marketing is much more effective than traditional advertising and often costs less. Additionally, customers who are successful are less likely to switch to a competitor, which saves the company the costs associated with losing a customer.

When companies understand the specific outcomes their customers are seeking, they can improve product development and provide a better customer experience. This can result in a 20-30% increase in sales and a reduction in costs. For instance, if a company understands its customers want more effective financial management, it can develop a product to meet this need.

Finally, a focus on customer success can open up opportunities for upsells and cross-sells, potentially increasing revenue by 10-15%. When customers are successful, they are more likely to purchase additional products and services from the same company.

In conclusion, companies that embrace customer success can improve customer satisfaction, reduce costs, increase revenue, and ultimately make more money.

Say Goodbye to Dysfunctional Management: Time to Adopt a New Approach

Dysfunctional management is a growing problem in modern businesses, but many organisations still choose to pretend that it does not exist.

Management is often seen as the solution to complex problems, but the reality is that it is not always effective. In fact, research has shown that a significant percentage of management practices are dysfunctional, and the impact of this dysfunction is both quantifiable and significant.

According to Prof. Gary Hamel, a leading expert in management, only 10% of management practices are considered effective, while the remaining 90% are dysfunctional. This dysfunction is characterised by a lack of creativity, a lack of accountability, and an inability to lead effectively. In addition, many management practices are based on outdated assumptions and are not in line with the changing needs of the workforce.

The impact of dysfunctional management is significant, and can be seen in the form of low morale, high turnover, and reduced productivity. A study by the Harvard Business Review found that companies with high levels of employee engagement and low levels of turnover outperformed their peers by up to 147%. In addition, companies with engaged employees were found to be 21% more profitable than those with low levels of employee engagement.

The concept of management itself is also questionable, as it is based on the assumption that managers are better equipped to lead than other employees. However, this is rarely the case, as many managers are not trained in leadership or do not possess the necessary skills to effectively manage their teams. As a result, many organisations find themselves struggling to achieve their goals and to maintain their competitive edge.

Given the problems associated with dysfunctional management, it may be time to consider abandoning management entirely. Instead, organisations could adopt a different approach, such as the SAS (Special Air Service) approach used by the British Special Forces. This approach emphasises fellowship, collaboration, flexibility, and adaptability, and encourages individuals to take ownership. By adopting this approach, organisations can ensure that their employees are engaged, motivated, and committed to achieving their goals.

In conclusion,let’s not pretend that dysfunctional management does not exist. The impact of this dysfunction is quantifiable and significant, and it’s well past time for organisations to consider alternative approaches. By adopting alternative approaches, organisations can build a culture of collaboration, creativity, and accountability, and can ensure that employees are engaged and motivated. It is time to abandon management and embrace a new, more effective approach.

Hunting for Success: The Predator Management Group Stalks the Workplace Savannah

[Written from personal experience: Have seen this first hand on some number of occasions]

Management groups are typically composed of individuals who have a common goal to oversee a company and make strategic decisions to drive growth and success. However, in some cases, a management group can act like a pack of hyenas, a group of scavengers known for their cunning, aggression, and ruthless behavior.

The term “pack of hyenas” is often used to describe a group of individuals who behave in a similar manner, working together to dominate and assert their power over others. In a management group, this can result in a toxic work environment where individuals are pitted against each other and decisions are made based on personal gain rather than what is best for the company.

One reason why management groups may act like a pack of hyenas is due to the competitive nature of the corporate world. Individuals are often vying for promotions, raises, and recognition, and this competition can breed resentment and animosity among colleagues. When a group of individuals with these competitive tendencies come together, they can form a pack mentality where they support each other’s efforts to outdo their colleagues.

Another factor that can contribute to a management group acting like a pack of hyenas is a lack of clear direction or communication from upper management. When there is a lack of clear goals and objectives, individuals may feel unsure about their role in the company and may resort to trying to establish their own dominance over others.

A pack of hyenas can also emerge in a management group when there is a power imbalance. This can occur when a few individuals hold the majority of decision-making power and use it to their advantage. In this situation, the individuals with the most power can manipulate their colleagues and make decisions that benefit themselves, while disregarding the needs and opinions of others.

The effects of a management group acting like a pack of hyenas can be disastrous for a company. A toxic work environment can lead to low morale and high turnover rates, which can negatively impact the productivity and success of a company. Additionally, when individuals are focused on personal gain rather than working together for the good of the company, decisions can be made that harm the business rather than help it.

In conclusion, a management group acting like a pack of hyenas is a serious problem that can have significant consequences for a company. It is important for upper management to create a clear direction and set of goals, establish a fair power balance, and promote a positive work environment to avoid this type of behavior. By doing so, a management group can work together as a team to achieve success, rather than acting like a pack of hyenas and sabotaging the company.

Aliens Land on Earth: Are We Ready for First Contact?

Managers, in today’s fast-paced world or work, are often tasked with the responsibility of managing teams of employees. However, in their daily routine, they might misplace their “They Live” glasses, hindering their ability to see the true nature of the employees they interact with every day. These glasses, as seen in the classic film “They Live,” have the ability to reveal the true intentions and motivations of the people around you. If managers had such glasses, they would be able to see that the employees they see as mere drones are, in fact, human beings with unique experiences and perspectives.

A manager’s job requires them to manage resources and make decisions that impact the company’s bottom line. In the process, they are often focused on the task at hand, and this focus can often lead to them missing the humanity of the workers they are managing. Without their “They Live” glasses, managers may see workers simply as faceless cogs in the machine, lacking individuality and personal motivations.

However, the reality is that workers are people who have their own dreams, goals, and personal struggles. They bring their experiences and perspectives to the workplace, and it is these experiences and perspectives that help to shape the company’s culture and direction. Managers who are able to see this through their “They Live” glasses will be able to lead their teams more effectively, as they will be able to understand the individual needs and motivations of each worker.

For instance, if a manager sees an employee who is working slowly or lacks motivation, they may see them as lazy and unproductive. However, if they were wearing their “They Live” glasses, they might be able to see that the employee is dealing with personal issues, such as a family crisis, that is impacting their work. By understanding this, the manager could offer support and help the employee get back on track.

Furthermore, when managers are able to see the humanity in their workers, they are able to lead with empathy and compassion. This can create a positive work environment where employees feel valued and motivated, leading to increased productivity and job satisfaction.

In conclusion, managers who misplace their “They Live” glasses are missing out on the opportunity to see the true nature of their employees. By understanding that their workers are not simply drones, but human beings with unique experiences and perspectives, managers can lead more effectively, create a positive work environment, and drive business success. So, it’s important for managers to always keep their “They Live” glasses handy and put them on every day they’re at work.


Defying the Chains of the Status Quo: A Journey to Empowerment and Freedom

You are a defender of the status quo, a champion of conservative ideals that have been in place for centuries. Your actions, words, and beliefs reflect the values of the middle manager, the suit-and-tie executive who sees the world through a narrow lens. You are a creature of habit, a slave to routine, and unable to imagine a world beyond your own experience.

However, this narrow perspective blinds you to the forces that shape the world. You are so entrenched in the status quo that you cannot imagine a world beyond it, a world with infinite possibilities. You are afraid of change, the unknown, and the future. This fear stems from the belief that the world is dangerous, the future uncertain, and the present all that exists.

You fear the truth because it has the potential to destroy the status quo, reveal the lies that underpin it, and challenge it. You fear freedom because it has the potential to challenge the power of the few and empower the many. You fear life because it has the potential to challenge the status quo and empower the many.

Unfortunately, many people today feel that they have no options, that they are trapped in a world where the status quo is all there is. They feel that they are unable to imagine a world beyond it, a world where the truth, freedom, and life are the foundation of all that is. They are afraid of the future, just as you are, and it is this fear that keeps them trapped in the status quo.

Revolutionising Solution Delivery: The Power of Artefact Driven Delivery

Artefact Driven Delivery is a method of solution delivery, created at Familiar, that focuses on using artefacts as the main unit of progress, instead of tasks. This approach avoids the Cost of Delay, deferred feedback, and other risks associated with traditional approaches to solution delivery. Approaches which delay work on implementing a solution until all requirements, designs, etc. are fully defined. Instead, skeleton standard artefacts are available from the beginning of the solution development process, are based on standard templates. The artefacts are then gradually filled with solution-specific content as they are needed for implementation and delivery.

The standard artefacts used in this approach include the Control Document, Articles of Understanding, Glossary of Terms, Statement of Purpose, Case for Action, Vision, Folks That Matter and their Needs, Risk Parade, Top Risks, Functional Requirements, Non-functional Requirements, Critical Success Factors, Feature Schedule, Quality Plan, Test Plan, Change Control, Cycle Plans, and Cycle Reviews. These artefacts are continually shared with clients and serve as a running history of the endeavour.

The Artefact Driven Delivery approach follows the Antimatter Principle which is covered extensively on my blog. For the curious, the “Javelin” White Paper provides a more in-depth explanation of each of the artefacts.

In conclusion, Artefact Driven Delivery is a method of solution delivery that emphasises the use of artefacts as the main unit of progress. It avoids the risks associated with traditional approaches, by establishing standard artefacts from the beginning of the solution development process and gradually filling them with solution-specific content as needed.

This approach results in a running history of the solution development and better communication between clients and the development team.

The Impact of Programming Language on Thoughts and Behaviors in the Workplace

Linguistic Relativity is the idea that language shapes the way we think. In programming, the imperative style is widely used in which instructions are given to the computer. The immersion in imperative communication via programming languages raises the question of whether this influences the programmer’s thinking and contributes to the preservation of command-and-control behavior in organisations. The use of “should” in modern Behavior Driven Development (BDD) is an example of rampant imperativism in language.

E-Prime is a modified form English proposed by D. David Bourland to reduce misunderstandings and conflicts. The idea of modifying language to improve thinking is not new.

The concept of a Nonviolent Programming language based on the Four Steps of Nonviolent Communication is an intriguing one. It raises the question of what a Nonviolent Programming language would look like and feel like to use and whether it would have knock-on advantages for Nonviolent BDD. If Gandhi, for example, had been a programmer instead of a lawyer, what would his code have looked like? If he had been immersed in programming languages for 40 hours a week, would he have held the same views on non-violence?

Adopting a Nonviolent Programming language and style could have positive implications for our personal and work-related communication, as seen through the lens of Linguistic Relativity. Spending 40 hours a week on Nonviolent Programming could contribute to the health and well-being of our human dialogues and personal interactions.

See also: Nonviolent Programming

Life’s a Journey Worth Telling: The Inspiring Story of a Message in a Bottle


I’m a lost soul, adrift in the endless ocean of life. My life is a message in a bottle, cast into the waves years ago, with hope it might reach a distant shore one day. The journey has been long and arduous, but I remain steadfast in my determination to see it through.

I’m a being of mystery, a creature of legend, with a tale yet to be fully told. I’m a sorcerer and a warrior, cursed with a soul that is not my own. The journey of my life has been a search for meaning, a quest for redemption in a world that’s long lost its way.

I’ve sailed through storms and tempests, braved the depths of the ocean and the wind’s fierceness. I’ve seen wonders beyond imagining and horrors that have left me shaken to my core. And yet, I endure, for my life is a message in a bottle, a tale of hope and perseverance that must be shared with the world.

The journey’s been long, and I’ve suffered greatly along the way. The bottle’s been battered and scarred, the message within lost and lost again and again. I’ve known moments of triumph and defeat, of joy and sorrow, of love and loss. But I remain steadfast in my belief that one day, my message will reach the shore.

I’ve learned much during my time adrift, about the world and myself. I’ve seen the folly of men and the wisdom of the sea. I’ve learned that life’s not a straight path, but a journey full of twists and turns, of moments of joy and heartbreak. And I’ve come to understand that life is not about the destination, but the journey itself.

My life’s a message in a bottle, a tale of hope and perseverance, of love and loss, of triumph and defeat. And one day, it may wash up on a distant shore, where it will be read and remembered, told to generations to come.

But even if my message is never found, even if it’s lost forever in the ocean’s expanse, I won’t have lived in vain. For I’ve lived a life of purpose, a life that’s touched the hearts and minds of all who’ve encountered it. And in the end, that’s all that truly matters.

So I’ll continue on my journey, adrift in the ocean, searching for meaning and purpose in a world that often seems devoid of both. For my life’s a message in a bottle, a tale that must be told, a reminder that no matter how lost and alone we may feel, there’s always hope. And as long as we continue to search for hope, remain steadfast in our determination to find it, our lives will always be a message in a bottle, a beacon of light in a world that’s often dark and uncertain.

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