Organisational effectiveness

And Now For Something Completely Different…

Have you thought about what lies beyond the Agile horizon? Well, it’s something completely different. Companies are now shifting focus towards systems thinking and addressing whole-organization issues. With the changing demographics of the workforce, it’s essential that companies adapt accordingly. It’s no longer about processes, but about embracing culture changes to truly thrive in this dynamic landscape. Companies need to foster a more joyful, inclusive, and collaborative environment that promotes engagement, innovation and adaptability. Exciting times ahead, right?


Beneath the Agile Mirage: Unmasking the Lipstick-Smeared Swindle of Modern Software Development!

đź’ˇ Prepare to embark on a thrilling exposĂ©, where we unravel the tangled web of Agile’s alluring illusion, and reveal the startling truth lurking beneath its glossy veneer – a revelation that will leave you questioning everything you thought you knew about software development!

➡ You know, there’s an old saying that goes, “You can put lipstick on a pig and call it Agile, but it’s a waste of your time and annoys the pig.” It’s such an apt description of the Agile approach to software development, don’t you think? I mean, people talk about how Agile is the be-all and end-all solution to software development woes, but in reality, it’s just one big lipstick-covered pig.

Even when organisations follow Agile to the letter, it never seems to work out as expected. The whole system is supposed to be about flexibility and adaptability, but so often it just ends up being a convoluted mess. Sure, you have all these meetings, sprints, and stand-ups that give the appearance of progress, but it’s really just a bunch of people running in circles.

And let’s not even get started on the endless stream of buzzwords and jargon that’s constantly thrown around in Agile environments. It’s like some twisted game of corporate Mad Libs that doesn’t actually result in any tangible improvements.

So yeah, you can slap a coat of Agile lipstick on your development pig, but don’t be surprised when it doesn’t magically transform into a streamlined, efficient machine. More often than not, you’ll just end up with a frustrated pig and a whole lot of wasted time.

When Two Worlds Collide: Developers’ Hidden Fear of Psychology

đź’ˇDiscover the unexpected reasons why software developers run a mile from embracing psychology and behavioural science, and how interdisciplinary collaboration could unlock the true potential of human-centered technology…

Developers and software people may be apprehensive towards psychology and behavioural science for several reasons. The two fields differ significantly, with software development and tech focusing on logic, structure, and deterministic outcomes, while psychology deals with complex, unpredictable human behaviour, which can be complex, unpredictable, and often emotionally driven.

Ethical concerns, such as manipulation and privacy, also contribute to this apprehension. Furthermore, software people generally lack the necessary interdisciplinary training to effectively apply psychological principles in their work.

Also, few are the organisations that have the application of psychology baked in to their culture.

Lastly, some software folks fear that the integration of psychology could lead to biased algorithms, which may perpetuate or exacerbate societal biases.

In total, these factors contribute to the reluctance of software people to embrace psychology and behavioral science in their field.


Collaborative Knowledge Work and Management: A Mismatch Made In Hell

Hey there, have you ever heard of the phrase, “the best kept dark secret in the tech business”? It’s a term that’s been circulating around the industry for a while now and it’s all about how management is totally incompatible with collaborative knowledge work.

It may seem like a shocking statement, but when you really think about it, it makes sense. Traditional management styles are all about hierarchy, control, and rigid processes, while collaborative knowledge work thrives on autonomy, creativity, and flexibility. When you try to force these two worlds together, it inevitably leads to frustration, burnout, and failure.

The reality is that most managers in the tech industry are steeped in old-school management techniques that were developed for manufacturing and other industries with repetitive processes. These techniques simply don’t work in a knowledge-based environment where the work is complex, dynamic, and constantly evolving.

Traditional management needs rethinking and sidelined to suit the context of collaborative knowledge work. This means empowering employees, encouraging experimentation, and creating a culture of trust and transparency.

So, what do you think? Have you noticed any clashes between management and collaborative knowledge work in your own experiences?

Lazy Thoughts Lead To Lazy Organisations

Let me be blunt here: jumping straight to the default organisational structure of managers, functions, and departments, along with a default Theory-X style culture, is a lazy and ineffective approach to organising your business. Sure, it’s the easy way out, and it’s what most businesses do, but that doesn’t mean it’s the best way. In fact, this approach leads to inefficiencies, silos, disengagement and a lack of agility.

To build a truly effective and successful business, you might choose to take the time to consider all of your options and think different. Challenge the status quo and try new things.

The point is, don’t settle for the default just because it’s easy. Take the time to explore other options and find a structure and culture that will best support your business goals and objectives. It may require more effort upfront, but the long-term benefits will be worth it.

“Have you heard of Bill Deming?”

At every opportunity I ask this question, and the answer is always overwhelmingly “No”.

Dr. W. Edwards Deming is a highly influential figure in the world of business, management and quality control, yet many people have never even heard of him.

This is a surprising fact given that his ideas and principles have helped to transform countless organisations around the globe.

Deming’s philosophy is centered on the idea of continuous improvement, where businesses are encouraged to constantly improve their products, services, and processes. His 14 points and System of Profound Knowledge have become a blueprint for achieving this goal, emphasising the importance of appreciation for a system, quality, and employee engagement.

Despite his impact, many people remain unaware of Deming and his contributions to modern business practices. This makes me sad, as his ideas provide a roadmap for businesses struggling to remain competitive in today’s rapidly changing world. By learning more about Deming and his principles, organisations gain valuable insights and strategies for success.


Deming’s 14 Points – The Proven Path to Excellence in Business

Deming’s 14 points is a management philosophy developed by Dr. W. Edwards Deming, which emphasises the importance of continuous improvement in the workplace. The 14 points provide a framework for improving the quality of products and services, reducing costs, and increasing productivity.

The 14 points include concepts such as creating constancy of purpose, adopting a new philosophy, breaking down barriers between departments, improving communication, eliminating numerical quotas, and promoting education and self-improvement among employees.

Deming demonstrated time and again that by implementing these points, organisations could not only improve their bottom line but also create a culture of excellence that would benefit both employees and customers.

Deming’s 14 points have been widely adopted by organisations around the world and have had a significant impact on modern management practices. They continue to be relevant today as businesses strive to remain competitive in an ever-changing global marketplace.


A Generic Conference Submission On Quintessence


Quintessence: A Radical Approach to Effective Software Development


In this session, we will explore Quintessence, an entirely new and radical approach to effective software development that eschews the whole idea of methodologies. We will discuss the challenges faced by organisations in improving their software development efforts, specifically the collective assumptions and beliefs that hinder progress. Through practical examples, we will demonstrate how Quintessence can help organisations address these challenges and achieve better outcomes, such as increased engagement, accelerated uptake of new ideas, methods and practices, increased productivity, reduced stress, etc.

Session Description In Full

Software development has been described as “the most complex endeavour known to Man”. Despite the prevalence of popular methodologies such as Agile and Lean, many organisations still struggle to improve their software development processes and achieve better outcomes. One of the main reasons for this is the collective assumptions and beliefs held by these organisations, which hinder progress and frustrate the effectiveness of traditional methodologies.

Quintessence offers a new approach to effective software development that goes beyond traditional methodologies. It emphasises a paradigm shift in the way we think about software development. Instead of focusing on processes and methodologies, Quintessence places emphasis on the social and cultural context of software development.

In this session, we will explore the challenges faced by organisations in improving their approach to software development and how Quintessence can help address these challenges. We will discuss how collective assumptions and beliefs impact software development, and how Quintessence offers a road map or guide book for overcoming these challenges. Through practical examples, we will demonstrate how Quintessence can help organisations achieve better outcomes and improve their organisational culture.

Join us for an insightful discussion on this paradigm shift in software development and the practical applications of Quintessence. Whether you are a software developer, manager, or executive, this session will provide valuable insights into improving software development in your organisation.

Session type

  • Talk


  • Paradigm shift in software development
  • Overcoming collective assumptions and beliefs
  • Practical applications of Quintessence
  • Systems Thinking
  • Psychology
  • Bigger picture

Who Was Peter Scholtes and What Did He Say About The System?

Peter Scholtes was a respected author, consultant, and expert on quality management and leadership. He was born on August 29, 1939, in Madison, Wisconsin, and passed away on February 7, 2009. He is best known for his work on quality improvement and management, particularly in the context of the Total Quality Management (TQM) movement.

One of Scholtes’ key contributions to the field of quality management was his emphasis on the importance of understanding and improving the system (the way the work works). He argued that problems are often the result of flawed systems, and that in order to truly improve quality, cost, etc., organisations must focus on improving their systems rather than blaming individuals.

Scholtes also emphasised the importance of involving all employees in the quality improvement process, not just those in leadership positions. He believed that by empowering employees to identify and solve problems within the system, organisations could achieve significant and sustainable improvements.

In his book “The Leader’s Handbook: A Guide to Inspiring Your People and Managing the Daily Workflow,” Scholtes famously stated, “95% of the performance of an organisation is attributable to the system (processes, technology, equipment, materials, and environment) and 5% is attributable to the people. The role of management is to change the system rather than badgering individuals to do better.”

Note: This is often attributed to Bill Deming as “Deming’s 95:5”.

Overall, Scholtes was a significant figure in the field of quality management, and his emphasis on understanding and improving the system continues to be influential today.


What Is Organisational Psychotherapy?

Organisational psychotherapy aims to address three main pains in organisations:

Firstly, it tackles underperformance. By holding the space, employees and management can surface and reflect on the root causes of their low productivity, poor quality work, and low morale.

Secondly, it helps organisations reach their full potential by overcoming internal barriers such as culture, leadership, and organisational structure.

Finally, it focuses on the overall well-being of the organisation itself, by addressing issues such as communication, conflict resolution, and cultural alignment. By improving the health and effectiveness of the organisation, it can become more resilient, adaptable, and successful.


Cracking the Code: Tackling the UK’s Productivity Puzzle

Productivity is one of the key factors in determining the economic growth of a country, and the United Kingdom is no exception. Over the past few years, the UK’s productivity growth has been slower than other advanced economies such as the US, Germany, and France. This has raised concerns about the country’s long-term economic prospects and the standard of living for its citizens.

The UK’s productivity puzzle has been a subject of much debate and analysis. A range of factors has been identified as contributing to the country’s low productivity, including poor management practices, low investment in infrastructure, low-skilled workforce, and a lack of innovation.

The issue of poor management practices has been particularly significant in the UK, with studies showing that the country has some of the worst managers in the developed world, with a lack of leadership skills, inadequate communication, and poor people management being some of the most significant issues. This has resulted in a workforce that is less engaged, less productive, and less innovative, which ultimately impacts the overall competitiveness of UK businesses.

The practise of management, good and bad, and its root causes has long been a key focus for me and my work (Rightshifting, the Marshall Model, Organisational Psychotherapy, etc. – more details on my blog).

I’ve long felt frustrated at the seemingly intractable issues of management generally, and UK management in particular. Especially as I have evolved a solution that, if adopted, could largely remedy the situation.

The Problem

UK management is mired is what the literature calls “the Analytic Mindset”. This term refers to a certain collection of assumptions and beliefs about work, harking back to at least the late nineteenth century.

These assumptions and beliefs result, in practice, in relatively ineffective ways of relating to the workforce. Ways which inevitably lead to a workforce that is less engaged, less productive, and less innovative than what we know to be possible today.

The challenge? How to enable companies to swap out these existing, ineffective assumptions and beliefs with a relatively more effective set known as “the Synergistic Mindset”.

The Solution

And the solution? Organisational Psychotherapy.

Much like therapy for individuals, OP provides a supportive and non-judgmental space for organisations to explore their assumptions and beliefs, and their resulting policies and practices. With these beliefs surfaced and reflected-upon, fundamental changes are possible. We might call this “culture change”.

In conclusion, the UK’s productivity problem is a consequence of its organisations’ collective assumptions and beliefs about work, and how work should work.

With the right investment in shifting the collective beliefs of UK organisations, the UK can dramatically improve its productivity levels and secure its long-term economic growth.


The Power of Business Culture Change

Business culture change brings considerable benefits to any organisation looking to grow and succeed in today’s dynamic business environment. According to a study by Deloitte, more than 80% of executives believe that culture is critical for their company’s success. However, only 19% of them believe that their culture is where it needs to be.

Changing the culture of a business involves a dialogic process of changing the shared assumptions and beliefs that govern how people work together.

Research shows that the most successful culture change initiatives involve everyone in the process, with people setting the tone for the desired culture through conversations, workshops, etc.

One of many metrics for measuring the success of culture change is employee engagement. Engaged employees are more productive, innovative, and committed to their work. Gallup’s State of the Global Workplace report found that only 15% of employees worldwide are engaged at work, with the remaining 85% either not engaged or actively disengaged.

However, companies that prioritise culture change can see significant improvements in employee engagement. In a study by the Corporate Leadership Council, organisations with high engagement levels outperformed those with low engagement levels by 19% in operating income and 28% in earnings growth.

In conclusion, business culture change is a crucial aspect of organisational success, and it benefits from a deliberate and systematic approach. By focusing on metrics such as employee engagement, businesses can track the effectiveness of their culture change initiatives and make data-driven decisions to continuously improve.


Transforming Our View of People: From Lazy and Untrustworthy to Inspired and Empowered!

I often use the example of Theory X vs Theory Y to illustrate how we can shift a relative ineffective business meme (treating people as lazy and untrustworthy) to a relatively more effective meme (giving people a good job to do and trusting them to get on with it). The concept of Theory X and Theory Y was first introduced by Douglas McGregor in his book “The Human Side of Enterprise” published in 1960.

Theory X is a negative view of workers and assumes that they are inherently lazy and untrustworthy, and therefore, must be tightly controlled and motivated through fear, punishment, and extrinsic rewards. On the other hand, Theory Y views workers as responsible and trustworthy, and assumes that they will naturally be motivated and productive if given the opportunity to take ownership of their work and make decisions.

The shift from Theory X to Theory Y is not just a matter of changing one’s perspective, but it also requires a fundamental change in the way businesses are run. In a Theory X environment, the management assumes a top-down approach, where the manager makes all decisions and workers are expected to follow them. In a Theory Y environment, the management assumes a participative approach, where workers are involved in decision-making, given autonomy, and provided with challenging work that they find meaningful.

Transitioning to Theory Y can lead to a number of positive outcomes for businesses. Firstly, it can lead to higher levels of employee engagement and motivation, which in turn can result in improved performance and productivity. Secondly, it can foster a more positive and collaborative work environment, which can lead to increased innovation, creativity, and problem-solving. Finally, it can also lead to higher levels of employee retention and lower levels of turnover, as workers are more likely to stay with an organisation within which they feel valued and respected.

However, making the shift from Theory X to Theory Y is rarely easy, as it requires a significant change in the way businesses are run. It requires a change in the leadership style, culture, and processes, as well as a change in the mindset of the workers. It also requires a change in the way rewards and incentives are structured, as the traditional carrot-and-stick approach will not be effective in a Theory Y environment.

In conclusion, the shift from Theory X to Theory Y is a positive change that can lead to improved performance, productivity, and engagement in the workplace. It requires a fundamental change in the way businesses are run and the way workers are treated, but the benefits make it well worth the effort.

Theory-X vs Y is just one of over seventy business memes explored in my books:


The Future is Now: Unleashing the Full Potential of Cutting-Edge Software Development Culture

For software developers, understanding the role of business culture in the development process can seem entirely irrelevant. Yet, business culture sets the tone for the company’s shared assumptions and beliefs about how work should work, and it can have a significant impact on the efforts, and quality-of-life of software developers.

One example of where the impact of business culture is particularly visible is in the thorny question of permitting or forbidding developers to talk with users and customers.

In many organisations, the relationship between software developers and users/customers is seen as strictly separated. In such cases, developers are not allowed to communicate with users/customers, and all communication is done through customer support teams or business analysts. This is primarily driven by the belief that developers cannot be trusted, and must focus solely on the technical aspect of the product, leaving customer interactions to others.

However, in some organisations, the opposite is true. Developers are actively encouraged to engage with users and customers, and they are seen as a vital link between the technical side of the product and the needs and desires of the customers. This approach is often driven by a culture that values transparency, customer satisfaction, and continuous improvement.

The impact of these differing business cultures on the role of software developers is significant. When developers are not allowed to talk to users/customers, they are limited in their ability to truly understand the customer’s needs and desires. This can lead to products that are technically sound but miss the mark when it comes to user experience and customer satisfaction. On the other hand, when developers are encouraged to talk to users/customers, they are more likely to create products that are not only technically sound but also meet the needs and expectations of the customers.

It is important to consider how changing the business culture can change the nature of what developers are allowed to do.

In conclusion, software developers play a crucial role in the development process, and it can help to understand the impact of business culture on their efforts. The question of permitting or forbidding developers to talk with users and customers is just one example of how business culture can impact the development process. By considering the impact of business culture and making changes as necessary, companies can ensure that their developers are empowered to create the best products possible and drive better business results.

Unlocking the Power of Business Culture: How Executives and Senior Managers Can Drive Success

“Business culture” refers to the collective assumptions and beliefs that characterise an organisation and influence its employees and how they work. In recent years, there has been a growing recognition among executives and senior managers of the importance of business culture in driving success.

One of the key reasons that executives and senior managers are paying more attention to business culture is because they understand the impact it has on their employees. A positive, supportive work environment can lead to higher employee engagement, satisfaction, and productivity. On the other hand, a negative culture can lead to low morale, high turnover, and decreased productivity.

Executives and senior managers also understand the importance of business culture in creating a sustainable competitive advantage. Companies with strong cultures are better equipped to adapt to change and to handle crisis situations. When everyone in an organisation is aligned and working towards the same goals, they can respond to challenges more effectively and quickly. This ability to quickly adapt to changing circumstances is a major competitive advantage in today’s fast-paced business environment.

Despite the growing recognition of the importance of business culture, not all executives and senior managers are equally dedicated to the subject. Some may view culture as just another aspect of the business that can be managed and manipulated, while others may view it as an essential part of the organisation’s DNA that must be nurtured and developed.

The executives and senior managers who are truly dedicated to the subject of business culture are the ones who understand that it is not just about having a set of values or mission statements posted on the wall. It is about embedding helpful assumptions and behaviours into the day-to-day operations of the organisation. These leaders understand that business culture is something that needs to be constantly nurtured and developed in order to remain relevant and effective.

In conclusion, more and more executives and senior managers are recognising the role of business culture in driving organisational success. Those who are truly dedicated to the subject understand that it is not just about declaring a set of memes to be relevant, but about embedding those memes into the daily operations of the organisation. By focusing on business culture, these leaders are creating a positive work environment, enabling employee engagement, and establishing a sustainable competitive advantage.

Steeped in Violence: How Workplace Aggression Contributes to Society’s Problem

Violence is a pervasive issue in our society. In fact, the workplace is one of the most common settings where violence takes place. This is not just physical violence, but also psychological aggression, such as bullying, harassment, and discrimination. Unfortunately, this workplace violence has a ripple effect on society as a whole, perpetuating a cycle of violence that affects individuals and communities both.

The consequences of violence in the workplace are severe. For employees, it can lead to emotional distress, physical injury, and decreased job satisfaction. For employers, workplace violence can lead to increased insurance costs, decreased employee retention, and decreased employee morale. This creates a vicious cycle, where the violence in the workplace contributes to the violence in society, and vice versa.

Moreover, workplace violence is not limited to specific industries. It can occur in any type of workplace, from a construction site to a corporate office. This is due, in part, to the cultural norms and values that are prevalent in our society. For example, in many cultures, there is a belief that aggression and dominance are desirable traits in a leader, leading to a workplace environment that is prone to violence.

Similarly, cultural norms may also dictate that employees should be passive, leading to an environment where violence is tolerated and unreported.

The culture of violence in the workplace also extends to the wider society. For example, those who are subjected to violence in the workplace are more likely to become victims of violence in their personal lives.

In addition, exposure to violence in the workplace can desensitize individuals to violence, leading to a more violent society. For example, individuals who experience bullying or harassment in the workplace may be more likely to engage in violent behavior in their personal lives.

The cycle of violence between the workplace and society is not easily broken. To address this issue, we might look to changing the cultural norms and values that perpetuate violence in the workplace and society. Additionally, we might choose to provide support and resources to individuals who have experienced workplace violence, such as counseling, legal assistance, and simple compassion

In conclusion, violence in the workplace is a significant issue that has far-reaching consequences. By addressing workplace violence, we can help to break the cycle of violence that affects individuals and communities, and create a safer and more respectful work environment. The key to this is changing the cultural norms and values that perpetuate violence in our society, and promoting a culture of respect and nonviolence.

The Great Deception: Truth is, Working For the Man is Unfulfilling and Oppressive

The idea that work is fulfilling and liberating has been touted as a central tenet of the capitalist system for generations. The notion is that work provides people with a sense of purpose and self-worth, and that it is a means of obtaining financial independence and personal freedom. This concept has been perpetuated by those in power, who have a vested interest in keeping people virtually enslaved. The reality, however, is that for many, work is far from fulfilling and liberating. In fact, for many people, work is a source of stress, anxiety, and oppression.

The proponents of this idea would argue that work is fulfilling because it provides people with a sense of purpose, and that it is liberating because it allows people to escape poverty and the lack of opportunity that often comes with it. They claim that work is the key to success and happiness, and that anyone who wants to achieve these things simply needs to work hard and be disciplined. However, this is a fallacy that has been perpetuated by those who benefit the most from it.

The truth is that work is often far from fulfilling, and that it is not liberating. The demands of work can be overwhelming, and the pressure to perform can be immense. The hours are long, and the work is often monotonous and unfulfilling. The reality is that work can be a source of unhappiness, rather than happiness, and that it can be a source of enslavement, rather than liberation.

The wealthy elites, who benefit the most from the system, have the wealth and power to manipulate and control the system, and they exploit the masses by perpetuating the notion that work is fulfilling and liberating. This is a cruel deception to keep people working for the Man, and to keep them from questioning the system.

In conclusion, the idea that work is fulfilling and liberating is a cruel deception that has been perpetuated by those in power. For many people, work is a source of stress, anxiety, and oppression, and it is not the key to happiness and success that it is often portrayed to be. It is up to each of us to challenge this notion and to fight for a fairer and more equitable system that values people over profits.

Get the Inside Scoop: Is Organisational Psychotherapy the Career Move You Need?

Listen up folks, I’m here to give you some straight talking about a career choice you may have heard of: Organisational Psychotherapy.

Let’s start with what it is: Organisational Psychotherapy is a type of therapy that helps organisations improve their culture. It’s essentially a type of therapy for the collective psyche.

Now, is it a good career move? Well, that depends on a few things.

First, do you have what it takes? To work as an Organisational Psychotherapist, you’ll not need any kind of certificates, degrees, or licenses. You WILL need to be a people-person, adept at seeing what’s happening and at building a therapeutic alliance with the client organisation as a whole.

Second, do you have the right personality for the job? This is a demanding and emotionally taxing career, so you need to be able to handle stress and maintain your composure in difficult situations.

Third, is there a demand for this type of work? This field is still relatively new, so there may not be as much demand for Organisational Psychotherapists as there is for other types of therapists. However, as more and more organisations realize the benefits of this type of therapy, demand is bound to increase.

So, what are the benefits of a career in Organisational Psychotherapy?

First, you’ll be helping organisations surface and reflect on their collective assumptions and beliefs. Which leads to collective introspection on culture and means to success.

Second, you’ll have the opportunity to work with a wide variety of people and organisations, which can be both challenging and rewarding.

And finally, you’ll be able to make a real difference in people’s lives and have a positive impact on the world of work.

Now, I’ll be the first to admit that Organisational Psychotherapy may not be for everyone. But, if you have the temperament, the personality, and the drive to succeed, it can be a very fulfilling and lucrative career choice.

So, there you have it folks. Is Organisational Psychotherapy a good career move? It’s up to you to decide. But remember, if you’re going to make a career change, make sure you have all the facts, weigh the pros and cons, and choose wisely.

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.


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.

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