In the right place?

The resources in this site are available to you free, except those about Problem Solving, Conflict Resolution and Interpersonal Communication.

Don't know where to start? Revising your progress? Read Paying Attention to Organisational Frogs to identify signs of the issues and challenges our materials address, and to establish your priorities.

You're probably aware of a gap between the current state of affairs in your organisation and the conditions you'd prefer.

You may see a particular challenge that needs addressing, or understand that improvement depends on refining your own practices and finding support for change.

Whatever your level of influence, perhaps you wonder how the stakeholders can draw more effectively on their collective potential through exploring different arrangements and perspectives.

You might want some Really Good Ideas to support those of your own.

You may be looking for ways to strengthen your resilience or to enhance your personal experience of the workplace

One or more of the above?

If so, and if you prefer practical commonsense to current fad, long-term systematic development to ad hoc improvisation and quick-fixes, self-responsibility to blaming others or complaining, and collaboration to going-it-alone . . . welcome! You're in the right place. That's what we support.

This website provides you with access to a continually growing collection of insightful discussion papers, practical guides, surveys and self-appraisal worksheets, planning and progress records. These and regular updates of new resources are freely available to you: to access them, use the links in the menu. See also Latest Postings on this page, below.

There are three exceptions: the resources for Problem Solving, Conflict Resolution and Interpersonal Communication which are available on payment of a modest fee.

To learn more about the ideals and philosophy underlying all of the topics we deal with, read About Our Approach.

Latest Postings

Visualizing the Payoffs of Employee Engagement

A great deal of attention has been paid to the matter of employee engagement in recent years - and for good reason: it has been well established that employees who are engaged with their work and their organization contribute far more of their discretionary effort than employees who are not engaged or, worse, disengaged. This paper visually illustrates the nature of this payoff. Read the article here »

Glossary of Terms for Planning, Leading and Managing

From Belief to Vision, with Driver, Delegation, Outcome, Output, Strategic Thinking and 36 other useful definitions in between. This is designed to provide a basis for informed development, and help parties to initiatives avoid unsafe assumptions by finding common ground in their terminology. Read the article here »

Our Interpersonal Inheritance

Conversations are the barometers of a healthy organisation but answers to important questions about our own conversational competence usually lie outside of our understanding, because examining interpersonal practices is like to asking a fish to describe water. For most people they're an ever-present, unnoticed environment in which our lives happen. We inherited many of them from our families and may not realise how they are based on very old and unnecessary patterns. Read the article here »

Got a Minute . . ?

Answering this question with a knee-jerk "Yes", is one of the ways we conventionally mismanage priorities and eventually need to improve our "time management". This brief article introduces more constructive responses to the question. Read the article here »

In Adversity and Uncertainty

John Kirwan, former All Black and coach of the Japanese Rugby team, is a capable advocate for people who experience depression. Drawing on his personal experience with the condition, he advises "Have a plan": know what to do when you don't know what to do. When things go belly-up with our lives and intentions we can then behave as we've prepared for and rehearsed. Commonsense, but not common practice. Recent catastrophic events reinforced four important lessons about this advice. Read the article here »

Hecticity

If your working week is characterised by continual haste or frantic activity and a sense of things barely under control without time to rest or relax, this brief article is for you. Four definitions provide a useful perspective on becoming less hectic. Read the article here »