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- How do you assess somebody's performance and then how do you pay them? What Elliot said was, here's a simple way to assess somebody. It all comes down to personal judgment as to the performance of the person.

- Barry: It is very difficult to work, once you've worked in a requisite organization, to move to one that isn't requisite. He says it is important to look at where are the opportunities to implement Requisite. org. Barry: It takes time to learn the Requisite organization approach and even more time to implement it.

- Steve Zanakis: In the early 1990s, the Army Medical Department had 50,000 people. He says the Army was looking to reorganize itself to meet new challenges. Zanakis says the new system is much more integrated than it was before.

- Right now in the development of organizations it is overwhelmed by the antirequisite quality of organizations. The personality offers a great potential for exploration and growth and improvement. But right now things that are attributed falsely to personality deficits are really organizational deficits.

- Work transcends culture, transcends national culture. Diversity of organizations is more to do with an understanding of the business. Managers can use these key principles to diagnose workplace problems and issues in a way that has a shared language. When these things are surfaced, there's a liberating of people.

- Jerry Gray retired from the University of Manitoba two years ago. First exposure to Ro was as a graduate student in 1967. When he started teaching, he started incorporating the concepts in all his teachings. Says it made him a more effective teacher to have the Ro concepts behind him.

- Let me touch a bit on kind of the steps we went through in our requisite transition. The staffing side was a process that was not without its challenges. But the end result is we got the right people with the right capability doing work at the right levels.
- What did your world look like in a post requisite. org environment? There was still the accountability for operational delivery, albeit that was delegated to my team. Where I was focusing my time was on developing the talent within the organization.
- How do you link Requisite. org into David Ulrich's talk on strategic HR? There is a very clear linkage between the two. Thought leaders make greater contribution at that strategic level. Requisite Organization provides the wherewithal to execute that strategy.

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- Alma Reese considers herself chief greeter and ambassador for novice. If a company is going to be successful, its workers must be comfortable. Reese found that working at Novus people are extremely helpful.

- HR has to be a lead on the management team in aligning the organization with Requisite practices. Everything you do needs to be put through this little filter called the trust filter. You have to get the jobs right first. Your organization structure must be designed properly.

- HR is not progressing as it should. My feeling is that they're still too service oriented. There's very little strategy that they do. VPs of HR should spend some time in the Flask. Advice to young HR people would be to learn as much as you can.

- Sheila Dean, Director of People Fit Australasia. Came across Elliot Jacques and his work as an employee of CRA some 20 years ago. Raised as a manager in CRA with those practices and principles. Helped managers implement them in the organization.

- It was an extraordinary partnership because they were complementary. Elliot, the rather introverted psycho analytic background psychiatry before then. Wilfred Brown, an industrial manager and owner of Great Idealism. Such conditions and such a partnership of two men rarely arises.

- How can Jake's work be applied to areas other than industry or business? Key to the success of a school building was the principal, the leadership, he says. If this work continued, it would be a and continued.

- CRA is focused on taking Wolfie Brown and Elliot Jacks' work to the workplace. Its approach is to enable managers to mobilize their leadership with their teams. The manager must be involved in bringing new information to his or her direct reports.

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- Forrest Christian: You can organize to leverage information technology for strategic competitive advantage using a research based methodology built on the levels of work complexity. He says charts can be powerful tools to model and understand an organization. Using Levels of Work approach delivers real insight into problem areas or performance improvement opportunities.

- Levels have been just a common word we use almost every discussion. We didn't match up the requirements properly to the capability of the individual or the demands of the job. Almost everything we do now is focused around that. It was a big learning curve for us to go through that's.

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- Ian McDonald first met Elliot when he was an undergraduate at Brunell in 1968. Joined Institute of Organization Social Studies in 73, late 73. Developed interest in mental hospitals, in particular people with severe learning difficulties. Went on to design Chart of Initiative and Independence.
- Got invited over to Australia to CRA. First thing I did was help design the training programs for the general managers. It was quite a challenge to move from sort of the health services in the UK through to Australian mining companies.

- John Fielder is president of Southern California Edison. He says he learned a lot from Stratified Systems Theory. The company has adopted some of the principles for its entire organization. Fielder says the toughest part of the theory was finding the right people for the roles.

- Two years ago, Honeywell completed a half a billion dollar acquisition of a competitors sensing and control division. The CEO of Honeywell wanted the redesign of the merged organization to not follow the typical Honeywell model. The project was implemented in nine weeks.