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- Joss: What caught your attention regarding a breakfast organization that made sense to you and how did that come about? He was CEO of K Type Acceptance. He gave me the theory of bureaucracy to read which to this day I still recommend to people. And this to me made sense.
- How did you build the enthusiasm? How did you get that going? For me, this was an awakening. All of a sudden I became accountable for what I had to do and I took it serious. Once you were taking off, it was almost impossible to want to get a very successful organization.
- Josh: I think that basically I was a sponge. Got a lot of advice for people. I basically meant at it with an enthusiasm. It suited me and it really made me grow up fast. I wouldn't recommend it to anybody.
- I love being a CEO and getting the result and doing it by hooking, by proving, by practicing everything. That's why I get fired, because some stakeholders, like owners don't like happy run the business. I like to get back into honestly, I find I try it.
- I really want to know if the person really wants to change, do they really commit it. You have to go in this with conviction, with courage, with assistance. It is a very crucial you have to hold on to the integrity of the system.
- Jerry Grace: The CEO has to value leadership. 85% of CEOs still will not embrace it. It has to be the boards that will insist and require that the CEOs implement it, he says.

- We come from a tradition of the two leaders of concern for society. Our field is founded in social responsibilities and ethics, of living together with trust. And so I think for this keynote for the conference, Julian, it's a very important message about the human evolution of individuals, groups and society.
- The similarities of chimp and human brains in terms of structure and also abilities. From an evolutionary point of view the brain evolved in stages. The lizard brain controls the autonomic body functions. The prefrontal lobes seems to be able to push us out in time.
- Both chimpanzees and human beings construct concrete realities for the use of their five senses. The big difference is that we can create abstract concepts that are connected to reality but don't really exist in reality in their own right. What does allow you to drift off into things that you have felt truth for are not necessarily true attached back to reality.
- Next strength is we're able to address metaphysical problems. Felt truth nationalism, for instance, is inhibiting us, cracking these problems there. Each approach has progressively tried to draw out a positive predisposition managing our negative ones. We see felt truth shifting quite dramatically as we evolve.
- Next one is we're able to understand future consequences. Action potentially leading to concepts of love and morality. Fifth great strength is how we participate in the creation of our own perceived reality. Complex societies need to maintain the energy level so it doesn't crash.
- That's the end of the presentation. Thank you very much. Our. Sam.

- For 1990, Monsanto decided to sell the business unit which I was running. A new management system for novice international. It worked in a small company, 500 million dollar company with people based in 25 countries around the world.
- Joe: My passion was to build a great place to work. I fundamentally believe we're not one person at home, another person working or another person in church. The process I used to gain traction in the company was talking about real people. Once we got that common language, it trickled down throughout the company.
- Josh: I had to get the CEO to have courage to deal with those situations. How did you have the staying powerful? I just began to see good things happen. It's a process, not an event, it's a journey.
- Jerry Greens: The CEO has to value leadership. Only about 10 or 15% of senior executives satisfy the criteria, he says. Greens: For perpetuity it has to go with the boards. Rapid board turnover can undo it.

- Small Entrepreneurial Organization long Term Growth and Sustainability Ro Concepts applied as consulting tools to facilitate entrepreneurs tasks. This presentation deals with the development of some tools and concepts used to help entrepreneurs achieve a degree of sustainability and growth in their small entrepreneurial organizations.

- The application of Ro principles and methodology to a global organization. While we applied it at an international organization, I can also say that I can apply for a national organization, national, not for profits. There are four aspects I'd like to deal with and highlight some of the salient points.
- The International Federation Red Cross is the largest humanitarian network in the world. I took over in December of 92, but it was 1994. Review of the operating systems led to 103 recommendations to improve the effectiveness of the organization.
- Only 45% of all managers were aligned properly, 55% were not aligned properly. The field geneva relations needed clarification and strengthening who were the boss of the field people. A better balance between relief, raising money for relief and dealing with relief. Results were improved and 99 years later we had increased productivity.

- Within Bio, we have a set of tools that look at Capability Grip Up Appreciation and Career Path Appreciation. And the other thing is to think about capability in terms of what we call a jigsaw potential. Our capability does continue to grow and it does grow at different paces and it unfolds among consistent paths.
- Does your company ever look at the output of the work irregardless of what the level of work was required for the role? And in those situations where they then worked closer to their level of capability or further away. What of course happens in the discussion is to look at all the other elements that are needed for success.

- Would like being an achematician and a theorist and all that stuff is interesting. But I just had to be able to apply it and get that stuff to work. It really is what works for me.
- John Chambers: I did a 360 feedback on myself, and can you believe what those clowns told me? They said, we can't trust you. What I did is got him to undress me in front of my staff. It gave all of us a permission to talk to each other and to ask each other to hold us accountable.
- CEO: We were able to turn mutual disrespect into mutual respect. He made it a condition of employment that everyone who came to work for us had a conversation. Use the results, the answers as a forum for talking about things, he says.

- Wilfred Brown taught Elliot that if you're in a purposeive system, then you do need a spine of authority. The word of authority is a tricky word for people. It gets confused with authoritarianism and autocracy. It was truly symbiotic.
- It was like Troy, it was a free flowing, highly creative moving very fast. Their ideas just bubbled to the surface. So attributing them is extremely pointless. Elliot had this depth in the psychological realm and Wilfred had the breadth an extraordinary sort of polymath in a way.

- The possibility of using CPA as an offering in an organization. It would be a unique development experience, private and owned by the employee. I'm more inclined to use appreciation as a route in to a gradual increase in understanding.
- Comment about organizations working responsibly, I think. But ethically it must be upfront and recognize that it's a different. Managers understand that one way to survive is to share the decision making, share the blame. A very clear way to help without getting into any of these difficulties is to take the manager through the requirements of the job.
- Language isn't building on something about what. It's really the resistance to the use of precise language. If there's a new jargon to be learned because it's the right jargon, we have an obligation to try to teach. The fights about language in CIA are now that kind of fight.
- The realism of trying to change antirequisite organizations into requisite ones. Taking one bit without the other bits really doesn't work. It may be better to start with new organizations that are starting from scratch.
- One of the things that we recently discovered is that in going into any potential client relationship in our minds, what we wanted to offer them was what we've been calling requisiteness. They're more interested in a kind of visceral connection that they make with you. Do they trust you to be able to help them to do what they need to get done?
- Great. Just one last convenient note. We're going from cocktails 630. Is that right? We should be there.

- Levels of work is about achievement through systematic management. When I was chief executive of three NHS organisations, I made them three star trusts. But achievement requires a lot more than just levels of work. We need to work across levels and dynamize that to get true achievement.
- Chief executives are always going to be judged on action to solve problems and create achievement in the organization. There are four domains of functioning which chief executives and organizations need to operate in reforming the operations as one. Achievement depends upon growth as much as well functioning operations.
- Not every role can cope with every decision. Individuals have their own preferred and optimum decision style. That needs to be recognized and matched to the requirements of the job. So there's a further framework that's required.
- It's clear that achieving is always a challenge. Management is complicated, it requires many tools. In your experience, what is the biggest challenge to achievement? The one that I found to be most challenging was the power mode where people basically function through intimidation.

- We'll be around Kohlberg's hierarchy of cognitive types. What I must do is pass out a one page little flyer that has a little scenario on it. And what I'd like for you to do is so you have a fresh batch of data to work. Have your tension back up here again.
- Ask a question and hear some of your efforts to classify that or categorize that type of reasoning. Somebody share with me the response you got and how you classify that. How do you classify conflict between quality and delivery? How'D you classified that.
- People often use very different type of reasoning when describing a situation. The cause is a serial thing that is not a set, but it's a series of interaction among various sets. To me there's a rationale behind the four questions.
- One of the most difficult steps, in my opinion, in trying to discuss those people is to leave the content out. And just listen for the structure. Listen to see if they're talking about creating a thing. Or do they take a moment to describe the thing? Is English. Persuasive whipping up rhetoric?

- Our field of human behavior starts with dynamics. Our entities are events. You cannot observe psychological things and measure them in physical length. Time span measurement has to do with measuring the duration of events. Earlier and later are not the same as past, present and future.
- We need to reach the point where we can put our finger on phenomena to attach the words to. How do you know? Design an experiment which provides a test of the concept. We have a lot of words floating around that are not particularly well shared as concept.
- There's a problem here when we think of social entities, social things. You quantify by counting processes. Entities have properties and we define them by boundary definition. Attributes are individual judgments about entities. What we really have to do is to develop measuring instruments for doing so.
- A major one the present time is trying to develop a measuring instrument for getting at cognitive power in the individual. Cognitive power is a property of the individual human being and ought to be measurable. I don't believe it will be possible to get substantial total organizational change unless the issues I'm raising are clarified and understood.
- I don't think they did statistical analyses, but very often a drop of water condenses in its place. Is it water that comes in crystal state as well as liquid state? Argue, just talking with Ian and Flyn, that this will come up this afternoon like nobody's business.
- Now then, let me get back to a couple of other things quite quickly. I've talked about requisiteness, and I think that really, honestly, is something just going to need tons of clarification. Just putting it together with a concept of rewards and penalty. Things like the nature of trust.

- We saw the Australian mining industry in competition with low wage countries such as Brazil or South Africa. We started by comparing ourselves with Canada and found there was a big opportunity for improvement. Key principles that we learned included having four authorities over all of his subordinates. Also a commitment to training people to improve their personal effectiveness.

- What do you mean by performance appraisal? What you do is you see how near your subordinate got to meeting those objectives. Two different concepts. One term feels rife. It's either one term for range of concepts or a range of terms for the same kind of thing. These all have effects on real managers.
- When you're trying to judge potential, is there any way of getting a better grip on what you see? What we're fighting for is what to look for. The question of how to measure the level of complexity or level of cognitive power. See what you think this afternoon.
- Carl: What could a possible unit of measurement be that would give you level of task complexity within category two state? Carl: I make a sharp distinction between task target completion time and time span measurement. These are very, very practical problems and it'd be useful if we could get some agreement on where we are.
- chemistry and scientific metallurgy emerged from alchemy in under 50 years after the development of the thermometer. I'm distinguishing measurement from rating, because again, we use quantification as putting numbers on things as a sign of objectivity. I think it's true measurement.
- Dan Miller: We really are dealing with human values here. He says requisite institutions are institutions that enable you to get your work done. What we're talking about has to do with effective social relationships, he says. Does this kind of structure increase trust or does it diminish?
- I want to take a look at maturation and concepts of maturation in terms of growth of individual potential. I got interested in the problem of time and the nature of time. And the physicists go bonkers over it. They argue like bloody hell about this stuff. It's called time reversal.

- You. Can I just leave it like this for the moment? It's the opposite of that. Fine. All right. You don't need this, do you? I'll let you leave it. Thanks very much.
- A healthy social institution is an institution that will make it possible for normal people to do so. The definition of normal here would be in terms of social interaction. What role you take up certainly is going to be determined by intention.
- A good social institution is an institution that provides for the full range of human behaviors. It is no part of employing organizations in any way to tamper with the temperament and natural modes of behavior of their people. The aim is to develop requisite institutions that allow so called normal individuals simply to behave freely.
- I think the proposition you're making changes substantially the moment one begins to think of social institutions with positions set up. That set up organizational structures relevant to the purpose. Is it possible then to say that it's possible to define a requisiteness within?
- We need to move away from what I'm now inclined to call pigeon theory of human behavior. People do not work for reward. Can we develop the kinds of institutions that provide opportunity for the expression of what I would call the phylogenic in individuals?
- Very few people like the term stratum. Everybody seems to prefer the word level. An absolute prerequisite for any further development is the development of an agreed systematic language. Your words have an enormous impact on managers.

- Elliot Jacks concluded that psychological analysis, human relations and psychotherapy were not the keys to organization effectiveness. His foundational proposition is that it is the organization itself that is key to effectiveness. He believed that if you would put people in a supportive environment, all people would function as well as they could.
- Elliot Jacks: What is work? Work is the gift of God, the ability to co create. I'm concerned about two expressions of evil that I believe lie at the heart of capitalism. One is selfishness or self centeredness. Theologically, we call it idolatry.

- No organization in the world is more concerned about leadership than the US Army. All of the major leadership theories have been financed by Department of Defense work. Officers familiar with leadership practices in the army once they retire, are sought by industries. This is why Stratified systems theory has been rejected for work in the Army.
- The work that was described today consists of consulting work where the client himself under the circumstances sets up its own internal working resource. It isn't a matter of buying in your consultants, bringing in the package in effect. One notes the possible development of at least four types of consultancy organization or institution externally.
- The possibilities, and I think through other professions and these all exist possibilities of partnership in the ordinary sense of partnership. Once you get up into however that is say category capability five consultant working at higher levels in client organizations they do increasingly become identified as individuals.
- I'm curious whether maintaining the open, trusting, fully on the table relationship between you two needed to necessarily have been stopped when you started dealing directly with John. I stopped being any kind of consultant and had just labor tasks to do. I much prefer the autonomy of having no formal job, just the employment without the job.
- I see consulting services as knowledge develops. It's possible to have some bits and pieces, personal effectiveness, phrase of development. But you can't have this without having reckless structure. Without a conception of manager subordinate relationships, accountability and minimal authority.
- One of the education exercises, and it really is a very simple 110 minutes, is tightly now the militaries, the armed services of countries have got this pretty well locked up. You can use a single title as a very excellent clarifying process. Two business units out of the 20 OD in CRA actually use it.