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- There are several elements of requisite organization that I have found difficult to teach, difficult to explain, and difficult to translate into practice. It took me five years before I was able to take his language for what an employee was accountable for and say there's really two components. Fixed accountabilities and relative accountabilities effectiveness are all about earning your keep.
- The next area in which Elliot left people to their own devices is the basis for effectiveness appraisal. We refer to it as Demonstrated Effectiveness appraisal. It has caused our clients to have enough confidence in the effectiveness appraisal process that they're beginning to use it as a basis for differential compensation.
- The final area in which I believe we've made great progress has been in the development of software. We're now working on a third generation of what I think will be the be all and the end all, and we're planning to build it as a product.
- The Levinson Institute was built in Harry Levinson's model. Over the course of the nearly 40 years now, we've trained over 40,000 managers and executives in that particular approach to leadership. All of our organizational consulting and accountability leadership training faculty are people that have come from being our clients.

- Wilford Brown pioneered the concept of works councils. I learned so much from him about conflict management. He said the only people who misuse power are those who don't have any. He gave me great examples of how this conflict resolution system worked.

- continuous process Improvement, situational awareness, and professional development. I think Lean Six Sigma is also a forcing function for the army. It's a way to convince the army to apply proven business principles in areas that they can be useful.

- And now I'd like to call on Thad Simon. Novus is sponsor of the conference and especially the reception. He's been using Requisite for many, many years at Novus. All right, thank you, Ken, and thank you everyone.
- Novus was spun out of Monsanto 23 years ago. The company had to build all kinds of systems into the organization. Nancy is a personal friend and she's done so much for novice over the years.
- Novus' purpose is to help feed the world affordable wholesome food and achieve a higher quality of life. The company has five core values: Maximize long term customer satisfaction, act with integrity, protect our employees, the public and the environment. Everything doesn't always go according to plan.
- If we're going to feed 9 billion people by 2050, we have to produce as much food between now and then as we produce in all of human history. Our education systems aren't keeping up. Ro has a huge opportunity to raise the ODS of success, of technology development and success.

- I would love to have been exposed to this in college courses or graduate school courses when I was 25. By the time I was 30, it was really good at it. This is a system for all seasons, for prosperous seasons. If you can learn it, the quicker the better.

- Robin Picoyk is the HR director at Nova, a global vice president. She says Requisite management system is different from other HR systems. It requires a manager to be accountable for their subordinates, she says. It takes some time to learn how to judge an individual's capabilities.

- In my view, requisite organization has two themes to it. One is quite personal and it's how you conceptualize world. The organizational implications of that of levels and managed once removed norris is the second theme. I think the second is much more vulnerable to degradation than the first.

- Within most associations, there's still a managerial hierarchy. The issue comes when you get outside of that. There still is a hierarchy within the university administration. But it should be managed and should be often not, but within the academic side.

- The project took three years to complete. The Army Medical Department was facing budget cuts in the early 90s. The team had to work together as a team to overcome resistance. There were challenges on setting up regions.

- Jerry Cranus is the CEO of the Levinson Institute. He says his interest has always been in systems. He first met Elliot Jacks at a seminar he attended with Harry Levinson. Cranus decided to take over the Institute in 1990.
- L H. Jacks: Harry Levinson presented the only model I knew about leadership. With Elliot Jacks, I saw the potential to have the most powerful public health model in the place where human beings are both most vulnerable and where the opportunity for them to become most capable are the greatest. By applying these principles, applications and practices, I believe I've had a substantial impact on the lives of many hundreds of thousands.

- Warren Kinston was invited by Elliot to join him at the Brunell Institute of Organization and Social Studies in 1978 or 1979. He believes General Theory of Bureaucracy is the best book Elliot ever wrote. Other mentors included Rafe Robotom and Jimmy Algie.

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- Tasks and what work looks like at different layers or strata of organization. Performance versus personal effectiveness. Incentives, motivation and so on. This was Dan's idea about 2030. And any other perhaps more urgent issues arising out of discussion yesterday.
- I was interested in the extent to which it seemed possible to go in the CRA, the Australian project, in splitting out businesses. In effect both task complexity and cognitive complexity. Difficulties start coming up when you look at product development and improvement.
- Chairmanship roles should be kept absolutely separate from CEO president roles. There will be functions to assist the CEO in terms of strategic development. I reserve the term strategic for work up at the seven six level.
- There are no strategic planners and there's no strategic planning cell. What I'm trying to do is to separate out the kinds of functions that would exist up here. And I think that there is need for a funk to look at a function here maybe not differentiated out of business organization development.
- Carl: While it's conceptually possible to have service business units that are large, that tends not to work. By the time you get to straight three and human resources work, you have to go outside. By and large, we're not growing.
- There's one last point I'd just like to make. What you can hold me accountable for is using my best endeavors to produce the outputs for which you are accountable. Your boss cannot hold you accountable for your outputs. This underscores the whole of this performance appraisal thing.

- Group A: The woman's range was from high one to four; the young doctor was two to four. Group B: The consensus was that if we were picking someone to head up an agency that would make decisions about social policy, we'd go with the reporter at this point.
- In mental handicap, we looked at. terms of thoughts and words that are directly related to objects. They're actually there the words refer to objects that actually can be pointed to or seen. For example, give you very clear example the difference between childhood and adulthood.
- When we move on third order of language we're talking about concepts that are actually more than once removed from a tangible object. The important issue going is not the actual use of the words. The way that you solve problems is by directly manipulating it, by using judgments.
- Michael Burke says 90% of patients who express a wish to die are depressed. He says we should have the freedom of choice if we want to die. Burke says many older people in our society have nothing to live for.
- Are things getting any better in South Africa? Not really, no, I don't think so. Censorship is obviously hindered. The uprising has been suppressed in a way. How can we possibly help the black people? Sanctions more a help or a hindrance?
- Some of the early moral development kind of stuff was that they made the mistake of identifying higher levels of abstraction withhigher levels of moral development. I try to make a clear distinction between thinking about things abstractly or even big things extractly. But in the way they live their life, I would classify as not morally mature or developed.

- What is it that Shell rooted itself in to make this journey possible? To move from a wonderfully, well designed 1970s model to a 21st century model. Theories in which we could ground our thinking and ground our decision making. Theory right down to practice requisite organization, cognitive complexity and time span of horizon yields paycheck.

- This afternoon, I'd like to discuss the assessment of potential. Some of the material that I'm going to present and will be used for discussion is probably better used in groups of about six or seven. We'll break into smaller groups later.
- What we mean in this context, assessment of potential. What we mean by mode and how we differentiate between modes. Do we share that because the processes that we use well? There are two other issues. One is the nature of discontinuity.
- There seems to be discussion as to the extent to which people experience significant changes or not as they move through strata. To what extent do people really experience a different way of constructing the world? How important is it for us to agree on some of these issues?
- Most of the decisions about potential and the realization of potential are made by managers or manager once removed. In most cases, the assessment of potential is not done in any formalized way. The problem is, it depends what mode you are to begin with and then your own judgment.
- One of the things that I became interested in was looking at the use of language in people with a mental handicap. What I want to do now is use some tapes to show you the uses of language. And I'd like to draw some comparisons between these approaches.
- Are things getting any better in South Africa? Not really, no, I don't think so. Censorship, zombishly Hindered yes. How can we possibly help black people in south Africa? Are sanctions more a help or a Hindus?

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- The most important single action a computing related organization can take is to hire fewer people. Our staffing is declining each year while our workload and computing capabilities are expanding. Our savings to date are in the three to $5 million range within the department.
- Our next basic approach was to start study projects division by division. We made the manager of the division under study the sponsor of the project. He had the authority to veto presentation of the final study results. It's worked beautifully ever since, and that saved our bacon.
- About 112 out of 680 who are in support services for the first time. They have built databases, budgeting systems, online budgeting. They've automated created a requisite salary system. It's very feasible to shift corporate services into departments.
- Our turnover in data processing has dropped from the 20% figure of 1981 and 82 to around three. General managers are suffering because they want much closer guidance than we're able to give them. It is very, very sharply separating the high performers from those who have very limited ability.
- Carl: I suggest three phases of the GMO job. One is structured, two is the development role, and then there's a third role. He says his attention is shifting away from structural questions and more and more encouraging the development.
- Stratified systems theory allows you to think through the kind of information that's needed where. I'm fairly well persuaded. Can I answer any other questions about our training process and so on? Politics. Okay, then we'll take our break.

- In an organization, there's always a duality between what is organizational, what is personal, and what is outside the organization. Dualities are very important in the way the mind engages with the world. And if you apply the requisite duality, you get amazing guidance.
- When you're trying to strengthen the management culture what you do is you systematically introduce values. The next phase is for the organization to get a sense of its values and its goals. People can't work together on plans and goals if they're fighting each other. This process to push an organization through this.
- The pressures for change are because you want always more achievement. Any particular culture tends to deteriorate because in the beginning there are the easy wins. Another pressure can be leader focused. You must change and as you change you'll also be enabling society to change.

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- All the accountants in the world care about human capital issues and organizational issues. Financial reporting isn't telling the financial investment community as much about the state of health of an organization. Companies should spend a lot more time reporting about non financial information.

- Jillian Stamp developed Career Path Appreciation in 1947. More than 40,000 interviews have been completed globally. The MCPA was developed in 1982. It's a computerized version of the CPA. The outputs are very similar capability, potential and flow.
- Bias operates under global standards that are maintained centrally by the BIOS Operating Committee. Formal training is given to the practitioners. One to one feedback is given with every single tool. The hard work is making sure we give the person every opportunity to display their approach to work.

- In 2015, it will be the 800th anniversary of the Magna Carta. The gap between the rich and the poor is growing. Warren: Some of the impacts of our economic efforts might be coming home to give us a bigger set of problems.
- Most of us live in countries where democracy is kind of the deal. But it comes in many forms. Canadian democracy and American democracy and British democracy are dramatically different. There's a dynamic thing about forms and structures of democracy.
- Is this managerial hierarchy at work? Sometimes it's the citizens, sometimes it's a direct election. Who is attractive to an elite group and who's attractive to the citizens? Do you think the level of sophistication of the typical voter in Scandinavia is the same as the Typical voter in Chad?