arrHitInfo=new Array("#420,52,1,51,1","&bull,190,11,188,16","&copy,178,1","&gt,10,13,11,8,12,8,13,12,14,12,15,12,16,12,18,12,19,12,20,12,21,12,22,12,24,12,25,12,26,12,27,12,28,12,30,12,31,12,32,12,33,8,34,8,35,8,36,8,49,4,60,6,59,14,190,12,191,12,192,12,183,12,184,12,186,12,187,12,188,12,189,12,203,12,204,8,205,8,206,12,193,12,194,12,195,8,196,12,197,12,198,12,199,4,200,8,201,12,202,12,23,12,17,12,208,20,182,8,185,12","&ldquo,15,1,22,3,60,15,190,1,184,1,188,1,206,3,201,10,23,1","&lt,186,1","&mdash,22,1,186,8,206,6","&ndash,36,1,49,1,190,1,186,3,188,2","&rdquo,22,2,60,13,201,1","‹as,42,1","±2,53,1","0.0,53,2","00,56,2","000,22,1,32,1,37,1,38,1,52,1,55,1,51,1,53,1,56,1,58,1","05,52,1","051199,58,23","1.0,53,2","10,15,1,20,1,28,1,37,3,38,3,43,1,50,1,55,1,53,5,54,1,56,1,58,1,23,1,208,11","100,26,1,43,1,52,1,55,3,51,1,53,2,54,1,56,4,57,3,58,2,175,2,203,1","101,56,1","102,56,1","103,56,1","104,56,1","105,56,1","106,56,1","107,56,1","108,44,1,56,1","109,57,1","10-year,54,1","11,20,1,37,1,38,1,50,1,52,1,53,2","110,57,1","111,57,1","112,57,1","113,57,1","114,57,1","115,57,1","116,57,1","117,57,1","118,57,1","119,57,1","12,37,1,38,1,50,1,52,2,53,1,57,1","120,37,1,38,1,57,1","121,57,1","12-13,52,1,51,1","122,57,1","123,57,1","124,57,1","125,57,1","126,57,1","127,57,1","128,57,1","129,57,1","13,50,1,52,3,51,1,53,1,56,1,57,3","130,57,1","131,57,1","132,57,1","133,57,1","134,57,1","135,57,1","136,56,1,57,3","137,57,2","138,57,2","139,57,6","14,50,1,52,3,51,2,53,1,57,1","140,57,3","141,56,1,57,2","143,58,1","144,58,1","145,58,1","146,58,1","147,58,1","148,58,1","149,58,1","15,13,1,25,1,37,3,38,3,50,1,52,2,51,1,53,1,54,1,201,1","150,37,1,38,1,53,1,58,1","151,58,1","152,58,1","153,58,1","154,58,1","155,58,1","156,58,1","157,58,1","158,58,1","159,58,1","15th,52,1,51,1","15-year,56,1","16,37,1,38,1,43,1,50,1,52,2,51,2,53,1,57,1","160,58,1","161,58,1","162,58,1","163,58,1","164,58,1","165,58,1","1650,56,1","166,58,1","16--profitable,55,1","17,50,1,53,1","172,44,1","18,22,1,50,1,53,1,57,1","18-19,52,1,51,1","1872,54,1","1890,52,1,51,1","1890s,56,1","19,26,1,50,1,52,2,51,2,53,1","1946,53,1","1950,56,2","1950s,55,1","1955,57,1","1960,57,1","1960s,57,1","1978,58,1","1979,20,1,37,1,38,1","1980s,55,1,54,2,56,2","1982,26,1","1985,4,1,34,1,37,2,38,2,56,1,58,1","1987,26,1","1989,53,2","1990,14,1,26,1,56,1","1990s,55,1,53,1,56,1,58,1","1991,20,1,37,2,38,2,56,1,57,1,17,1","1992,14,2","1992-1994,22,1","1993,18,1,53,1,56,1","1994,20,1,37,1,38,1,42,1,53,2,56,1","1995,22,1,55,1,54,1,56,1","1996,14,1,55,1,53,2,54,2,56,2","1997,14,1,20,1,37,2,38,2","1998,14,1,22,1,26,1,35,2,53,1,54,5,56,1","1999,16,1,55,1,54,2,56,1,23,1","2.0,53,2","2.5,53,4","20,20,1,37,2,38,2,43,1,50,1,52,3,51,1,53,1,56,1,194,1","2000,14,2,35,1,39,2,56,1","2005,35,1,52,4,51,4","2005--bronson,52,1,51,1","2005--center,52,1,51,1","2005--institute,52,1,51,1","2005--jackson,52,1,51,1","2005--oklahoma,52,1,51,1","2005--the,52,1,51,1","2005--trinity,52,1,51,1","2005--university,52,1,51,1","2005--veteran,52,1,51,1","2005--virginia,52,1,51,1","2005--volunteers,52,1,51,1","2006,35,1,52,2,51,6","2006.pdf,51,4","2006--alabama,52,1,51,1","2006--alternative,52,1","2006--american,52,2,51,2","2006--delaware,52,1,51,1","2006--disney,52,1,51,1","2006--hr,52,1,51,1","2006--hr.com,52,1,51,1","2006--multicultural,52,1,51,1","2006--oncology,52,1,51,1","2006--salt,52,1","2006--utah,52,1","2006--virginia,52,1,51,1","2006--washington,52,1","2006--western,52,1,51,1","2007,52,6,178,1","2007.pdf,52,4","2007--american,52,1","2007--amgen,52,1","2007--black,52,1","2007--greenleaf,52,1","2007--inova,52,1","2007--integrative,52,1","2007--rochester,52,1","2007--shrm,52,1","2007--university,52,1","2007--walt,52,3","202,52,1,51,1","205-328-6557,52,1,51,1","21,37,1,38,1,50,1,52,1,51,1,53,1","21st,37,1,38,1,52,12,55,2,51,8,54,2,60,2,201,2","22,50,1,52,1,51,1,53,1","23,50,1,52,1,51,1,53,1,185,1","231-5299,52,1,51,1","239,44,1","24,50,1,53,1,206,1","242,44,1","24-27,52,1,51,1","248,52,1,51,1","25,43,1,50,1,52,1,51,1,53,1,199,1","255,175,3","26,50,1,52,1,53,1","262-8100,52,1,51,1","268-3313,52,1,51,1","268-3422,52,1,51,1","269,52,1,51,1","27,50,1,53,1","273-8963,52,1,51,1","28,50,1,53,1","281,51,1,52,1","28-29,52,1,51,1","28-30,51,1,52,1","28th,57,1","29,50,1,52,2,53,1","2nd,54,1","3.0,53,2","30,15,1,43,2,50,1,53,1,56,1,58,1,203,1,194,1","300,21,1,37,1,38,1,51,1,52,1,56,1,58,1","301-585-9329,51,1,52,1","31,50,1,54,1,57,1","310,33,1,40,1,51,1,52,1","312,51,1,52,1","317,51,1,52,1","32,50,1,54,1","326,56,1","33,54,1","34,54,1","341-6515,51,1,52,1","35,53,1,54,1","350,32,1,37,1,38,1","36,54,1","360,37,1,38,1,53,1","360&deg,201,2","360o,42,1,53,1","37,54,1","38,54,1","39,54,1","4.0,53,2","40,54,1,56,1,57,1","401,50,1","403,50,1","40-mile,44,1","41,54,1","412,51,1,52,1","415-348-0525,40,1","415-401-8783,33,1","42,54,1,57,1","420,33,1,40,1","422-1690,51,1,52,1","43,54,1","44,54,1","45,54,1","4-5,51,1,52,1","4500,33,1,40,1,51,1,52,1","45th,33,1,40,1","46,54,1","47,54,1","48,54,1","489-1626,51,1,52,1","49,54,1","50,43,1,54,2,56,2,183,1","500,13,1,25,1,28,1,37,2,38,2,44,1,51,1,52,1,53,1","501,13,1","51,54,1","52,54,1","53,54,1","54,44,1,54,1","540,51,1,52,1","55,54,1","559-646-6531,51,1,52,1","56,54,1","57,54,1","59,55,1","5th,54,1","60,55,1","600,24,1","601,51,1,52,1","61,55,1","62,55,1","624-3608,51,1,52,1","63,55,1","64,55,1","65,43,1,55,1,53,1,194,1","6543,51,1,52,1","66,55,1","67,55,1","68,55,1","69,55,2","70,55,1","707,56,1","71,55,1","717,51,1,52,1","72,55,1","727,56,1","73,55,1","74,55,1","747,56,1","75,55,1","76,55,1","77,55,1,53,1","777,56,1","78,55,1","787-5900,51,1,52,1","79,55,1","80,55,1,57,1,58,1","800,51,1,52,1","800-487-3354,33,1,40,1","801,51,2,52,2","801-268-3313,33,1,40,1","801-268-3422,33,1,40,1","804-524-5260,51,1,52,1","805-447-4050,51,1,52,1","81,55,1","82,55,1","83,56,1","84,56,1","84107,33,1,40,1,51,1,52,1","85,37,1,38,1,53,1,56,1","86,56,1","87,56,1","88,56,1","89,56,1","899-0089,51,1,52,1","90,56,1,57,1,58,1","91,56,1","92,56,1","93,44,1,53,1,56,1","94,56,1","95,36,1,56,1","96,56,1","97,56,1","972-888-9505,51,1,52,1","979-2024,51,1,52,1","98,53,1,56,1","99,19,1,53,1,56,1","996-7879,51,1,52,1","a.a,35,1","a.g,22,1","a.m,56,1","aa,44,1","abandoned,54,1","abc,51,1,52,1","abc-tv,19,1","abhors,55,1","abilities,55,4,57,1,58,2","ability,43,3,42,3,44,1,51,3,52,4,53,6,54,4,55,10,56,10,57,5,58,7,184,7,188,1,196,1,197,1,200,1,183,1,185,1","able,42,1,51,2,52,3,53,2,54,3,55,2,56,3,57,3,58,2,184,1,182,1","about.html,37,4,45,8","about_ici,38,4","about_ici.doc,38,4","abraham,55,1","absence,53,1,58,1","absences,57,1,190,1","absent,53,1","absolute,56,2,57,1","abstracts,10,1,60,1,59,5,208,1","abstracts.php,59,4","abundance,54,1","abundant,54,1,57,2","abuse,54,2","academic,28,1,37,1,38,1,51,1,52,1,54,1,57,1","acapulco,10,1,59,1,208,2","accelerated,37,1,38,1,42,4,53,5,54,3,55,1,58,1","accelerating,42,1,53,1","accept,53,1,55,5,56,1,57,2,58,1","acceptable,42,1,53,1,58,1","acceptance,55,2,56,1,57,2,58,3","accepted,42,1,53,3,54,3,55,2,57,1,58,2","accepting,54,1,55,4,57,2,204,1","accepts,58,1","access,56,1,57,3","accessing,51,1,52,1,54,1","accidents,54,1","acclimation,53,2","acclimation--an,53,1","accommodate,54,1,56,1","accommodated,53,1,58,1","accommodation,50,1","accompanying,56,1","accomplish,43,1,54,2,197,1,199,1","accomplished,37,1,38,1,42,3,50,1,53,3,54,1,58,2","accomplishing,51,2,52,2,56,1,58,1","accomplishments,28,1,57,1","accordance,56,1","according,37,1,38,1,43,1,42,1,53,1,54,2,55,2,56,1,57,1,203,1","account,52,2,54,1,56,1","accountability,43,4,44,1,53,2,55,7,57,2,58,2,186,1,203,1,196,3","accountable,51,1,52,1,53,2,55,2,57,2,188,1","accountant,27,1,57,1","accounting,20,1,37,1,38,1,54,1","accounts,13,1,52,1,54,1","accumulate,56,2","accumulated,55,2,56,1,57,2","accurate,43,1,53,1,57,1,194,1","accurately,184,1","accusation,54,1,57,1","accusing,54,1","accustomed,56,1","achieve,37,1,38,1,43,1,50,2,53,2,54,5,55,3,56,1,57,1,58,2,206,1,199,2,201,1","achieved,37,1,38,1,43,1,53,2,54,3,56,3,57,1,191,1,184,1,201,1","achievement,43,1,55,1,56,1,57,1,191,1,186,2,201,1","achievements,56,1,58,1","achieves,55,1","achieving,43,4,42,1,50,12,51,1,52,1,53,2,54,1,56,1,57,2,58,1,60,1,191,2,192,1,184,1,186,1,206,2,200,1,201,4","acid,54,1","acknowledge,55,1,57,1,199,1","acknowledged,20,1,37,2,38,2,53,1,54,1,56,2,57,2,58,2","acknowledges,57,1,58,1","acknowledging,55,2","acknowledgment,54,1,55,2,56,1,57,4","acknowledgments,55,1,57,1","acquaint,50,1","acquire,43,3,56,1,58,2,196,1","acquired,42,1,53,3,54,2,56,1,58,1","acquiring,55,2,56,1,57,1,58,1","acquisition,55,1,58,1,188,1","acquisitions,43,1,44,1,189,1","acre,54,1","across,28,1,31,1,54,2,188,3","act,54,1,55,1,56,4,57,3,58,2","acting,58,1","action,42,1,44,1,54,3,55,1,56,1,57,2,58,2,202,1","action_creativity_off.gif,62,8","action_creativity_on.gif,63,8","action_diversity_off.gif,64,8","action_diversity_on.gif,65,8","action_empower_off.gif,66,8","action_empower_on.gif,67,8","action_leadership_off.gif,68,8","action_leadership_on.gif,69,8","action_spirit_off.gif,70,8","action_spirit_on.gif,71,8","action_work_off.gif,72,8","action_work_on.gif,73,8","actions,54,2,56,1,57,1,58,4","activated,54,1","active,16,1,26,1,43,1,53,1,54,2,56,2,187,1","actively,14,1,53,1,54,3,57,1,58,1,188,1","activities,22,2,37,2,38,2,50,11,54,2,55,1,58,6,186,1,206,3","activity,56,1,57,1,58,1","actor,50,1","acts,57,3","actual,57,1","actually,54,3,55,1,56,4,57,2,58,3,195,1","adamant,57,1","adapt,41,1,42,3,49,1,53,5,54,2","adaptability,53,1","adaptable,53,1","adaptation,41,1,42,5,53,18,54,3,55,2,201,2","adaptation‹the,42,1","adaptation--the,53,1","adapted,51,1,52,1,53,1","adapting,42,2,53,2,58,1,204,1","adaptive,42,1,53,3,58,2","adapts,42,1,53,1,55,1","add,175,3","added,54,1,190,1","addition,4,1,13,1,34,1,35,1,37,4,38,4,42,1,44,1,53,2,54,3,55,1,56,1,57,1,190,1,185,1","additional,19,1,43,4,42,1,44,4,53,2,54,1,56,1,58,1,175,1,190,1,203,1,194,1","additionally,56,1","address,39,1,41,1,54,1,56,1,57,1,176,1","addressed,42,1,53,1,55,1,58,1,202,1","addressing,30,1,37,1,38,1,50,1,51,1,52,1,57,1","adecco,28,1","adept,51,1,52,1","adequacy,57,1","adequately,55,1","adjunct,25,1,37,1,38,1","adjust,56,1","adjusting,54,2","adjustment,53,1,54,1","adjustments,50,1,54,1","administer,43,1,57,1,191,1","administered,43,1,203,1","administering,4,1,34,1,37,1,38,1","administration,15,1,21,1,37,4,38,4,43,4,51,1,52,1,56,1,57,2,203,2,194,2,17,1","administrative,56,2,58,1","administrator,39,1,51,2,52,2,58,1","administrators,52,1,190,1","admit,55,1,56,1,58,1","adobe,49,1","adopt,53,1,55,1","adopted,57,1,58,1","adopting,53,1,201,1","adoption,50,2,54,1,55,2","adrienne,12,1,16,2","adrift,58,1","adult,14,1,37,1,38,1,51,2,52,2,55,2,23,1","adulthood,53,1,55,1","adults,16,1,54,1,55,1,58,1","advance,51,1,52,1,54,1,55,1,56,1","advanced,13,1,37,2,38,2,51,1,52,1,56,1,58,1","advancement,43,4,50,1,53,1,57,1,192,1,206,1","advancements,42,2,53,2","advances,57,2","advancing,43,1,189,1","advancspirituality,54,1","advantage,4,2,34,2,37,4,38,4,43,6,42,1,44,2,51,2,52,3,53,1,54,1,55,2,56,1,57,1,58,1,192,1,186,6,190,1,204,1,185,1","advantage&rdquo,188,1","advantages,54,1,57,1","adventure,208,1","adversarial,53,1,54,1","adversely,54,1,58,1","adversity,55,1","advertisement,54,1","advertising,13,1,22,1","advice,58,1","advised,55,1","advising,18,1","advisor,54,2","advisors,21,1,37,1,38,1","advisory,20,1,37,1,38,1,51,1,52,1","advocate,53,1","affairs,10,1,59,1,208,1","affect,50,1,53,1,54,1,202,1","affected,42,1,53,2,54,1,56,1,58,1","affecting,58,2","affection,58,1","affects,54,1,56,1","afford,55,1","africa,57,2","african,53,1,56,1","african-american,54,1,57,1","african-americans,54,1","afterward,14,1,54,1","afterwards,56,1,57,1","against,54,1","age,10,1,22,2,43,1,56,9,58,1,59,1,194,1,208,1","ageism,57,1","agencies,37,1,38,1,53,2,56,1,17,1","agency,28,1,57,1","agenda,51,1,52,1,55,1,58,3","agent,10,1,54,1,56,6,59,1,208,1","agents,54,1,56,1","ages,208,1","aggressive,53,2,54,1,55,1","agile,42,1,53,1","agnes,13,1","ago,52,1,53,1,54,1,58,2","agree,52,1,53,4","agreed,53,1,54,1,55,3,57,1","agreement,53,2,55,3,56,3,58,1","agreements,55,1,57,1","agricultural,56,2","agriculture,51,2,52,2,56,1","aha,56,1","ahead,55,1,57,1","ahobbs@vsu.edu,51,1,52,1","aid,24,1","ailments,55,1,56,1","air,37,1,38,1,53,1","aircraft,53,4,56,2","airline,56,4","airlines,11,1,13,1,22,1,31,1,37,5,38,5,51,1,52,1,53,1,54,1,56,5","airplanes,53,1","airport,56,1","alabama,21,1,26,1,37,1,38,1,57,1","alamos,51,1,52,1","alarm,53,1","alaska,22,1,37,1,38,1","albert,56,2,58,1","alberthal,54,1","alcoa,13,1,18,1,25,1","alexander,37,1,38,1,51,1,52,1","alexandria,51,1,52,1","alfred,37,1,38,1,51,1,52,1","ali,57,4,58,3","aligned,55,1,58,1","aligning,50,1,58,1","alignment,37,1,38,1,54,1,57,1","aligns,58,1","alive,54,2","alliance,53,2,54,4,55,1","alliances,37,1,38,1,54,1","allow,53,1,54,2,58,1,199,1","allowed,58,2","allowing,55,1","allows,54,1,55,1,57,1,184,1,190,1,201,1,202,1","all-purpose,19,1","alma,12,1,14,2,51,2,52,2","almost,54,1,55,1,56,1","alone,53,1,55,1,56,1,58,1","along,43,2,53,1,55,2,56,1,57,1,189,1,194,1","alpha,21,1,37,1,38,1","already,53,3,56,2,57,1,58,2,201,1","altered,42,1,53,1","alternative,58,1","although,42,1,53,5,54,1,55,4,56,3,57,3,58,2","altruism,56,2","altruistic--where,56,1","always,41,1,42,1,53,4,54,3,55,2,56,3,57,1,58,5","amazing,44,1,55,1","ambiguity,53,1","ambitious,54,1,57,1","america,15,1,20,1,22,1,24,1,25,1,26,1,30,1,32,1,37,5,38,5,44,1,51,3,52,3,53,1,54,1,57,1,58,2","american,11,3,13,1,14,1,22,2,31,1,32,2,37,7,38,7,51,1,52,2,53,1,54,4,55,1,56,1,58,2,17,1","americans,54,4","americas,54,1","amersports,13,1","amgen,13,1,30,1,51,4,52,4","amoco,11,1,20,3,37,4,38,7,51,1,52,1","amoco&sup1,20,2","amoco¹s,37,3","among,4,1,34,1,37,2,38,2,43,1,54,1,56,3,57,1,192,1","amount,55,2,56,1,57,2,184,2","amusing,58,1","analysis,43,8,57,1,203,3,194,2,202,2","analyzed,43,1,194,1","anatomy,15,1","anchapterone,53,1","andersen,37,1","anderson,38,1,55,2","anderson--a,55,1","anecdotes,52,1","angel,54,1","angeles,22,2,52,1,56,3","anger,16,1,54,1,55,2,57,3","angry,55,1","anheuser,13,1,30,1","anheuser-busch,35,1","animal,6,1,10,2,15,1,41,9,51,2,52,2,54,1,60,3,59,2,208,4","animal-based,54,1","animals,41,3,54,3,56,1","animated,57,1","animation,56,1","ann,37,6,38,5","annual,51,2,52,3,53,1,56,1","annually,57,1","anonymous,43,1,194,1","another,42,1,53,1,54,2,55,2,56,2,57,2,58,3","anr,51,2,52,2","ansformation,50,1","answer,43,1,53,1,54,3,57,1,187,1","answering,54,1","answers,43,1,42,1,52,1,53,1,54,8,203,1","anticipate,56,1,57,1,184,1","anticipate&rdquo,201,1","anticipated,53,1","anticipates,56,1,57,1","anticipating,56,1,57,1,201,1","anticipation,42,1,53,1,201,1","anti-harassment,50,1","antioch,25,1","anxiety,54,1,56,1","anymore,54,1,55,1","anyone,44,1,54,4,55,2,58,1","anything,58,1,175,1","anytime,53,1","anyway,55,1,57,1","anyway‹primarily,42,1","anyway--primarily,53,1","anywhere,53,1","apart,57,1","apologies,56,1","apologized,56,1","apologizes,56,1","apparent,54,3,56,1,57,1,58,1","appealing,56,1","appeals,56,1","appear,42,1,53,1,54,1,55,2,56,1,58,3,206,1","appeared,54,2,55,1","appears,41,1,44,1,54,1,56,1,57,1,58,2","appendix,42,1","appendix--things,50,1","applauding,58,1","apple,11,1,37,1,38,1,53,4,54,2","application,19,1,37,1,38,1,43,1,51,1,52,1,53,1,56,2,175,1,196,1","applications,53,1","applied,28,1,43,1,54,3,57,1,185,1","applies,42,1,53,1","apply,43,1,53,2,55,1,187,1","appointment,37,1,38,1,51,1,52,2","appointments,37,1,38,1,51,1,52,1","appraisals,50,1","appreciate,52,1,56,1","appreciated,57,1","appreciates,55,1","appreciating,22,1","appreciation,56,1,57,2","appreciative,51,1,52,1","approach,36,1,37,2,38,2,42,2,50,1,53,2,54,1,57,1,58,1,206,2,199,1","approaches,37,4,38,4","approaching,53,1","appropriate,43,2,42,1,53,1,54,1,55,2,56,1,58,1,191,1,194,1","approval,42,1,53,1,56,1,58,1","approved,56,1","approximately,43,3,54,1,203,2,194,1","april,51,3,52,3","arabia,57,2","arco,37,1,38,1","area,15,1,16,1,28,1,30,1,37,4,38,4,51,1,52,2,53,5,54,2,57,1,58,1","are--and,50,1","areas,4,1,6,1,12,1,14,2,16,1,20,1,26,2,34,1,35,1,37,6,38,6,43,5,39,1,50,1,51,4,52,4,53,1,54,1,55,1,57,1,187,1,188,1,203,1,198,1,202,2,183,1,199,1","arena,51,1,52,1","arenas,24,1,28,1","arguments,57,1","arise,44,1","arizona,37,1,38,1,55,1,17,1","arm,54,5","around,51,1,52,1,54,1,55,2,56,6,58,1","aroused,57,1","arrangement,35,1,39,1","arrangements,53,1","arranging,54,1","array,13,1,43,1,175,2","arrivals,56,1","arrived,54,1,56,1,58,1","arrives,56,1","arriving,56,1","arsenic,54,1","art,37,1,38,1,58,1","arthritis,31,1","arthur,37,1,38,1","artificial,55,1","artists,37,1,38,1","arts,16,1,21,1,22,1,25,2,30,2,37,4,38,4,39,1","aruba,22,1","asia,14,1,31,1,51,1,52,1","asian,14,1,39,1,54,1","aside,54,1,57,2,58,1","ask,43,2,42,1,49,1,53,1,54,4,55,1,56,1,57,2,189,2","asked,42,2,51,1,52,3,53,3,54,2,55,2,56,1,57,2,58,1","asking,53,1,54,1,55,1,57,1,58,1","asks,56,2","aspect,54,1,56,1","aspects,37,1,38,1,43,2,44,1,55,1,57,3,185,1","aspirations,54,3,57,1,206,2","aspiring,55,1","assembled,43,2,203,1,194,1","assert,58,1","assertive,57,1","assess,201,1","assessing,50,1,58,1","assessment,30,1,37,3,38,3,43,10,42,3,50,3,53,12,191,1,203,10,206,2,196,1,200,1,201,3,202,2","assessments,4,1,24,1,34,1,37,3,38,3,53,1","assigned,57,1","assignment,58,1","assignments,53,1,54,1","assist,4,1,12,1,19,1,34,1,37,2,38,2,43,1,49,1,53,1,54,1,55,1,56,3,58,1,189,1,201,1","assistance,37,1,38,1,50,1,53,1","assistant,35,1,39,1","assisted,37,3,38,4","assisting,4,1,22,1,34,1,37,1,38,1,51,1,52,1,56,1","assists,37,1,38,1","associate,31,1,35,1,36,1,37,1,38,1,55,1,58,2","associated,54,1,57,1","associates,53,6,55,3","association,16,1,21,1,22,1,26,1,32,1,37,4,38,4,52,1,54,2,17,1","associations,28,1,188,1","assume,54,1,55,1,58,1","assumed,53,1,55,2,56,2,57,2","assumes,55,1","assuming,54,1,56,2","assumption,54,1,55,1","assumptions,42,1,53,1,56,1,58,2","assurance,54,1,55,1","assure,54,1","assured,55,1","astd,51,1,52,2","at&amp,11,1,24,1,31,1,23,2","at&t,37,1,38,1","athay,37,1,38,1,17,1","athens,16,2","athens-clarke,16,1","athletes,55,1,56,1","ation,55,1","atlanta,18,1,21,1,24,2,37,1,38,1,51,1,52,1","atlantic,22,1","att,55,1","attached,56,2,57,1,58,1","attack,54,1,57,1","attempt,54,1,56,1,57,3,206,1","attempted,54,1,57,1,58,1","attempting,44,1,56,1","attempts,55,1","attend,51,1,52,1,57,4","attended,35,2,37,1,38,1,39,2,51,1,52,1,58,1","attendees,51,1,52,1","attending,56,1","attention,37,1,38,1,51,1,52,1,54,2","attitude,42,1,53,3,55,8,57,4","attitudes,43,1,53,1,55,1,57,1,194,1,202,1","attorney,14,2,18,1,37,2,38,2,17,2","attorneys,37,1,38,1","attract,50,1","attracted,57,1","attracting,50,1","attributed,56,1","audience,51,3,52,3","audiences,15,1,22,1,31,1,51,1,52,1,57,1","audio,19,1,37,1,38,1,208,1","audit,20,1,37,1,38,1,43,1,191,1","audits,24,1","australia,22,1,57,1","authentic,19,1,37,1,38,1","author,10,1,37,3,38,3,42,2,51,1,52,1,53,1,57,1,60,1,59,1,208,1","authored,19,1,37,1,38,1,51,1,52,1","authority,37,1,38,1,43,1,51,1,52,1,53,2,54,1,55,4,57,1,60,1,195,1,198,1","automatically,53,1","automobile,53,1","automobiles,53,2","autonomy,42,1,53,1","available,4,1,34,1,37,1,38,1,43,1,49,1,51,1,52,1,53,1,56,3,58,1","average,36,1,53,3,55,3,57,1","averaging,53,1","aviation,53,1","avoid,54,2,55,2,57,1","avoidance,58,1","avoided,58,1","avoiding,55,1","avon,11,1,37,1,38,1,51,1,52,1","awaiting,56,1","awakened,44,1,54,1","awakening,54,1","award,19,1,20,2,37,2,38,2,54,3,56,1","awarded,37,1,38,1,53,1,54,3","awards,20,2,37,4,38,4,51,1,52,1,54,1","award-winning,19,1","aware,43,1,54,1,57,3,58,1","awareness,21,1,26,2,37,2,38,2,43,3,55,1,57,2,186,2,203,1,194,1","away,44,1,53,1,56,1,58,1","axiom,58,1","b.a,18,1,35,2,37,1,38,1","b.c,56,1","b.s,13,1,27,1,37,2,38,2,51,1,52,1,17,1","babies,56,1","baby,53,2,54,1,56,1","bachelor,16,1,25,1,26,1,30,1,37,2,38,2,39,3,57,1","bachelor&rsquo,15,1","bachelors,21,1,37,2,38,2","backdrop,44,1","background,6,1,18,1,20,1,32,1,37,4,38,4,52,1,54,1","background_color,175,1","badge,56,1","bagge,37,1,38,1,39,1","bagley,51,2,52,2,208,1","bailey,12,1,13,6","bal,57,1","balance,6,1,41,3,49,1,50,23,51,4,52,4,54,2,55,1,60,2,205,4,206,10,199,1","balance&rdquo,23,1","balanced,43,1,193,1","balancing,54,1","banishment,58,1","banishment--the,58,1","bank,11,2,22,1,24,1,37,4,38,4","bankrupt,57,1","bankruptcy,53,1,54,1","banned,55,1","bar,18,1,35,1,37,1,38,1","barbara,25,1","bargaining,55,1,57,1","barrier,54,1,55,3","barriers,43,5,50,1,58,4,186,1,203,1,193,1,197,2,183,1","barry,57,1,58,9","base,4,1,34,1,37,1,38,1,57,1,58,1","based,28,1,37,1,38,1,43,2,42,1,50,5,51,3,52,3,53,14,54,9,55,5,56,8,57,6,58,3,189,1,206,1,195,1,198,1,201,1","baseline,43,2,194,1,196,1,202,1","basename,175,2","bases,44,1","basic,14,1,43,2,42,1,50,3,53,2,54,1,56,2,58,1,206,1,197,2","basis,43,3,51,1,52,1,53,3,54,5,55,2,56,1,57,1,58,1,192,1,186,1,187,1,194,1,202,1","basis--bringing,50,1","battle,58,1","bayer,31,1,37,1,38,1","beach,51,1,52,1,54,1","bearded,58,2","beaten,54,1","beauty,58,1","became,20,1,37,1,38,1,42,2,52,1,53,4,54,8,55,2,56,1,57,1,58,2","because,43,3,42,2,53,3,54,7,55,5,56,7,57,2,58,9,183,2","bechtel,32,1,37,2,38,2","beck,12,1,14,14","become,22,1,43,1,42,3,50,1,51,2,52,2,53,6,54,2,55,7,56,1,57,4,58,5,184,1,190,1","becomes,43,2,54,4,55,4,56,1,57,3,58,1,183,2","becoming,22,1,36,1,49,1,53,4,55,11,56,1,57,1,58,1","becton,23,1","bed,54,1","beebe,31,1","began,18,1,22,2,27,1,42,5,51,1,52,1,53,8,54,9,55,7,56,9,57,7,58,11","begin,4,1,34,1,37,1,38,1,44,1,50,1,53,1,54,5,55,7,56,1,57,3,58,1","beginning,52,1,56,1,58,3","begins,43,1,44,1,50,3,53,1,55,1,56,1,186,1,189,1,200,1","begun,42,1,53,2,56,1,57,1,58,2","behalf,14,1,51,2,52,3,56,1","behave,55,2,57,1","behaving,58,2,201,1","behavior,43,1,39,1,53,2,54,5,55,1,57,2,58,2,187,1,200,1","behavioral,43,1,39,1,57,3,188,1","behaviors,43,2,49,1,54,1,55,2,56,1,57,3,58,1,187,1,194,1,201,1","beings,55,3,56,1,57,1","belief,54,2,55,2,56,5,57,5,58,5","belief-driven,56,1","beliefs,43,1,53,1,54,8,55,9,56,2,57,8,58,5,194,1,202,1","believe,41,4,51,1,52,1,54,3,55,2,56,3,57,2,58,2","believed,41,1,42,2,52,1,53,3,54,1,55,2,56,2,57,2,58,8","believer,51,2,52,2","believes,58,1","bell,22,1,32,1,37,4,38,3,23,1","bells,57,1","beneath,56,1","beneficial,53,1,56,2","benefit,43,1,41,1,54,1,192,1","benefited,41,1","benefiting,52,1","benefits,20,1,37,3,38,3,42,1,53,1","benjamin,12,1","ber,57,1","berating,56,1","bergen,27,1","berkeley,37,2,38,2,51,2,52,2","berlinda,36,1","berners-lee,57,1","bernoulli,56,1","bernstein,58,2","bernstein--learning,58,1","besides,52,1","bessie,57,1","best,28,1,41,1,42,1,51,1,52,1,53,3,54,3,55,6,56,1,57,4,58,2","bet,56,1","betrayed,55,1","better,24,1,51,3,52,3,53,1,54,1,56,1,57,2,58,1,201,2","better-adapted,53,1","between,10,1,42,1,44,1,51,1,52,1,53,2,54,3,55,1,56,1,57,3,58,5,59,1,190,1,208,1","beyond,15,1,43,3,41,1,53,1,54,4,55,6,56,7,57,8,58,10,191,1,184,1,193,1,183,1","biased,55,1","biases,57,1,58,1","bibliography,42,1","bi-cultural,37,1,38,1","bid,52,1","big,54,1,55,1,56,1,57,1","bilingual,30,1,37,1,38,1","bill,6,1,10,4,44,1,51,5,52,17,55,2,56,17,60,4,59,4,208,7","bill&rsquo,60,1","billion,56,1","biography,37,1,38,1","biological,42,2,53,3","bios,35,1,39,4","bios.doc,39,4","birds,54,1","bireley,13,1","birmingham,51,1,52,1","birth,56,3","birth--a,56,1","black,54,2","black-latina,37,1,38,1","blacks,55,1","blanchard,54,1","blank,52,1,57,1","blankets,54,1","bleeding,54,2","bliss,55,1","blog,10,1,60,1,59,1,208,1","bloomington,51,1,52,1","blue,58,1","blueprint,28,1","blurb.gif,74,8","bmw,53,1","board,13,3,51,2,52,2,56,2,57,1","bodies,55,1","body,54,1,55,7,57,1,58,1","boeing,28,1,37,2,38,2,53,5,56,3","boldly,44,1","bond,56,1","bone,54,1","book,6,1,10,1,19,1,33,1,37,2,38,2,40,1,44,2,49,2,51,3,52,3,56,1,58,3,60,1,59,1,206,1,208,5","booklet,43,3,44,3,189,1","bookmark,178,1","books,19,1,37,2,38,2,51,6,52,7,54,1,56,1,60,1","bookstore,58,1","bookstores,51,1,52,1","boosts,54,1","bordered,56,1","born,22,1,53,1,56,1","borrowed,55,1","both,16,1,18,1,21,1,25,1,30,1,31,1,35,1,37,4,43,4,38,4,39,1,42,1,44,1,49,1,50,1,51,3,52,3,53,2,54,5,55,7,56,4,57,4,58,3,189,1,196,1,22,1,199,1","bottled,58,1","bottling,21,1,37,1,38,1","bottom,52,1,57,2","bottom_bar.gif,75,8","bottom_bar_drill.gif,76,8","bought,52,1","boundaries,54,1","box,19,1,54,3,56,1","boxing,58,1","boy,19,2","boys,56,1","br,45,3,46,3,47,3,48,3","brackets,175,1","brad,31,4","bradley,12,1,31,1","brain,43,2,55,2,183,2","brainpower,201,2","brainstorm,188,1","brainstorming,43,2,51,1,52,1,53,1,184,1,188,1,189,2","brands,32,1,37,1,38,1","brazil,23,1","breach,55,1","break,41,1,51,1,52,1,54,1,55,1","breakdown,57,3","breakdowns,43,1,203,1","breakfast,52,3","breakfasts,52,1","breakthrough,51,1,52,1,54,1,55,4,56,2,57,1,58,3,186,1,206,2","breakthroughs,56,1,58,2,186,1","breath,54,1","breathable,55,1","breathing,54,1,56,1","breaths,55,1","brewing,24,1","brian,37,1,38,1","bridge,57,1","bridging,57,1","brigham,35,1,39,1","bright,58,1","brilliant,51,1,52,1","brilliantly,51,1,52,1","brimstone,56,1","bring,51,1,52,1,54,1,58,1","bringing,53,1,54,1","brings,10,1,20,1,37,2,38,2,51,1,52,1,54,2,60,1,59,1,208,1","bristol,32,1,37,1,38,1","britain,37,1,38,1,51,1,52,1,17,1","british,57,1","broad,19,1,37,1,38,1,195,1","broad-based,43,1,196,1","broadcast,51,1,52,1","broadening,23,1","broadly,56,1","broke,51,4,52,4,60,1,204,1,205,1,206,6","broken,54,4,55,1","brookfield,25,1","brooklyn,16,1","brought,50,1,54,1,56,1,22,1","brown,11,1,37,2,38,2","browser,175,1","buddha,58,1","buddhism,58,1","buddhist,54,1","budget,43,1,193,1","build,37,1,38,1,52,1,53,1,54,1,55,1","building,16,1,18,1,24,1,25,1,36,1,37,4,43,2,38,4,51,2,52,3,54,2,188,6,190,5,204,1,193,1,185,1","burbank,51,1,52,1","bureau,24,1","burning,53,2","burnout,43,1,198,1","bus,57,1","busch,30,1","bush,13,1","busin,54,1","business,13,2,15,4,16,1,19,1,24,2,30,1,37,10,43,22,38,10,39,1,42,12,44,5,50,1,51,6,52,8,53,40,54,26,55,8,56,16,57,19,58,13,191,1,192,5,184,2,186,3,188,2,189,12,190,1,204,1,193,2,195,1,201,8,22,3,183,2,185,2","businesses,35,1,44,1,51,1,52,1,53,3,54,3,58,1","business-relevant,37,1,38,1","busy,52,1,54,1,56,1","butler,12,1,15,9,36,1","buy,54,1","buying,58,1","buzzwords,195,1","by-products,54,1","byron,57,1","cad,56,1","cadillac,53,1","cal,37,1,43,1,38,1,42,1,53,1","calculate,57,1","calculator,56,1","california,14,1,25,1,28,1,35,1,37,5,38,5,51,6,52,7,54,2,22,2","call,33,2,40,2,42,1,53,1,54,1,56,1,57,1","called,13,1,21,1,37,1,38,1,53,1,55,1,56,4,57,3,58,4","calling,58,2","calls,56,2,57,1","cally,58,1","calmness,58,1","cals,42,1,53,1","cam,56,1","came,42,2,53,5,54,4,55,2,56,2,57,1,58,3","camera,58,1","camp,50,1","campbell,51,1,52,1","canada,15,1,21,1,30,1,32,1,37,4,38,4,51,1,52,1,57,1,22,1","canadian,13,1,42,1,53,1,54,1","cancer,31,1,53,1,54,1","candid,57,1","cannon,58,1","cannot,50,1,52,1,54,1,56,3,57,1,58,1,175,1,184,1,206,1","capabilities,54,2,56,1","capability,55,1,58,1","capable,42,2,53,2,54,1,58,3","capacity,37,1,43,1,38,1,39,2,51,2,52,2,53,1,55,3,56,1,57,2,58,5,184,1,188,1,198,1,17,1","capital,31,1,50,1,53,2,56,2","capture,53,1","captured,37,1,38,1,57,1,58,1,208,1","car,56,1","card,54,1,56,1","cards,56,2","care,13,1,50,2,51,1,52,1,53,1,54,4,55,1,56,1,190,7,204,1,185,1","cared,58,1","career,16,1,20,3,27,1,32,1,37,5,38,5,44,1,50,1,53,1,54,7,55,3,57,4,58,5,206,1,22,3","careers,18,1,54,1,55,1,57,1,58,1","carefully,43,1,57,1,189,1","caregivers,190,1","caring,51,1,52,2,56,1,57,2","carl,12,1,20,9,37,9,38,9","carl&sup1,20,1","carl¹s,37,1","carlson,37,1,38,1","carlton,37,2,38,2","carlzon,56,1","carnegie,37,1,38,1","carries,56,1,57,2","carry,55,2","cars,56,1","cartesian-newtonian,58,1","case,43,8,42,2,44,4,53,6,54,3,55,1,56,1,57,1,58,4,186,1,187,1,189,9,204,1,193,1,201,1,185,1","case--a,55,1","cases,55,1,58,1","cash,55,1,56,2","cassette,19,1","cassius,58,1","catalyst,201,1","categories,57,1,186,2","categorized,56,1","category,56,2","category--specifically,55,1","caught,54,1","cause,42,1,53,1,54,1,57,1","cautioned,58,1","cbs,19,1,22,1","cd,44,2,56,1","cd-rom,33,1,40,1,57,3","cease,55,1","cedar,16,1","celebrate,54,1","cellular,56,1","center,13,1,14,1,21,1,28,1,37,2,38,2,51,4,52,4,53,5,56,1,57,1,22,3","center&rsquo,22,1","centered,58,2","centers,18,1,56,1","centimeters,56,1","central,21,1,28,1,37,1,38,1,51,2,52,2,54,1,56,1","centuries,54,1,56,1","century,37,2,38,2,51,8,52,12,54,2,55,2,56,1,60,2,201,1,202,1","century&mdash,201,1","ceo,36,1,37,1,38,1,51,1,52,2,53,3,54,6,56,2,57,2","ceos,54,1","ceremony,22,1","certain,43,1,49,1,189,1","certainly,57,1","certainty,58,2","certificate,26,1","certificates,20,1,37,1,38,1","certification,26,1","certifications,37,1,38,1","certified,28,1,30,1,37,2,38,2","cfo,51,1,52,1","chain,54,1","chair,37,1,38,1,51,2,52,2","chairman,4,1,34,1,37,2,38,3,54,1,58,1","chairman&sup1,20,1","chairman¹s,37,1","challenge,53,2,54,4,55,4,56,2,57,3,58,2","challenge--and,55,1","challenged,44,1,53,2","challenges,6,1,53,1,55,2,56,1,188,1,199,1","challenging,37,1,38,1,42,1,44,1,53,1,54,4,56,1,57,3,58,1,188,1,200,1,199,1","chamber,24,1,52,1","champion,58,1","chancellor,37,1,38,1,51,1,52,1","change,10,1,13,2,24,1,28,2,30,1,37,8,43,4,38,8,41,2,42,13,50,1,53,24,54,10,55,5,56,6,57,6,58,11,59,1,194,2,201,4,202,1,208,1","changed,53,2,54,1,56,4","change--or,53,1","changes,37,1,43,2,38,1,42,2,44,1,53,4,54,2,55,1,56,1,58,1,189,2","changing,10,1,37,2,38,2,42,5,53,9,54,2,55,1,56,3,58,4,59,1,184,1,208,1","channel,19,1,54,1,58,3,22,1","chaos,50,1","chaotic,50,1,55,1","chapter,37,1,38,1,42,2,53,2,54,1,55,1,56,4,57,2,58,7","chapterfive,57,32","chapterfour,56,27","chapterone,53,29","chaptersix,58,23","chapterthree,55,25","chaptertwo,54,28","character,53,3,54,1","characteristic,42,1,53,1,56,1,57,6","characteristics,42,2,53,9,54,2,55,5,57,2","characterize,37,1,38,1,55,1,57,1,184,1","characterized,53,1,57,1,190,1","charge,54,1","charged,58,2","charges,53,1,57,1","charitable,13,1","charles,22,1","charm,51,1,52,1","chat,56,1","cheaper,54,1","check,6,1,56,1","checked,56,1","checking,54,1","cheerful,58,1","chemical,11,1,30,1,37,2,38,2,50,1,51,1,52,1,57,3,23,1","chemist,37,1,38,1,51,1,52,1,54,1","chemistry,4,1,34,1,37,3,38,3,51,2,52,2,54,2,58,1","cherished,37,1,38,1","chevron,11,1,37,1,38,1","chevrontexaco,13,1,51,1,52,1","chi,54,1","chicago,51,1,52,1,56,2","child,50,1,53,2,54,1,55,1,57,1","childbearing,53,1","childbirth,50,1,53,1","childcare,50,2","childhood,55,1,56,1,58,1","children,37,1,38,2,51,2,52,2,53,6,54,5,57,2,58,2,208,1","children&rsquo,13,1","children¹s,37,1","chin,57,1","china,37,1,38,1,51,1,52,1,57,1,58,2","chinese,56,2,57,1","chips,54,1,57,1","choice,50,1,53,3,54,1,56,1,57,1","choices,50,2,57,1,58,2","choose,43,2,54,4,55,1,56,1,58,1,193,1,183,1","choosing,54,1,58,1","chose,41,1,56,1,57,1","chosen,56,1,58,1","chris,12,1,19,6","christ,54,1,56,1","christian,21,1,37,1,38,1","christmas,19,1","chromium,54,1","chronicles,44,1","chrysler,37,1,38,1,53,1,17,1","church,52,1,58,1","cincinnati,54,2","circle,58,1","circled,57,1","circles,57,1","circumstances,55,2,56,1","citations,37,1,38,1","cited,54,2,56,1,57,1","citibank,37,1,38,1","citizen,23,1","city,4,1,16,1,19,1,33,1,34,1,35,3,37,3,38,3,39,1,40,1,51,1,52,7,55,1,56,3,17,1","city-based,56,1","civil,24,1,56,2,57,1","civilian,53,1","claim,50,1","clan,58,1","clara,12,1,23,2","clarity,44,1","clark,13,1,37,1,38,1,39,1,52,1","clash,57,1","clashes,57,1","class,16,1,28,1,55,2,56,3","classes,21,1,37,1,38,1","classic,53,1,55,1,56,1,58,1","classification,43,1,194,1","classroom,35,1,185,1","clay,58,1","cleanse,54,1","cleansing,58,1","cleanup,54,1","clear,42,2,52,1,53,3,54,2,55,1,56,1,57,3,58,2","clearance,56,2","cleared,56,1","clearly,41,1,42,1,50,3,52,1,53,1,55,2","clerk,56,3","cliche,44,1","clicking,6,1","client,25,1,31,1,35,1,37,4,38,4,39,2,55,1","clientele,56,2","clients,4,1,11,5,12,1,13,1,14,1,15,2,16,1,18,3,19,1,20,1,21,2,24,2,25,1,26,2,27,1,28,4,30,2,31,2,32,1,33,1,34,1,35,1,36,1,37,11,38,10,39,1,42,2,53,2,23,1,17,1,22,2,199,1","clients.php,11,4","climate,30,1,37,1,38,1,42,1,53,1","clinic,11,1,37,1,38,1,56,3","clinical,13,1,37,1,38,1","clock,51,2,52,2,206,6","clock&ndash,60,1","clock--the,204,1,205,1","clock­the,51,1,52,1","clock--workplace,51,1,52,1","close,52,2,54,1,56,2,57,2,58,1","closed,52,1,53,1","closed-eye,58,1","closedir,175,1","closely,52,1,58,1","closeness,58,1","closer,55,1","closing,52,1","clothing,13,1,54,2","club,16,1,54,1","co,15,1,26,1,27,2,30,1,35,1,36,1,37,3,38,3","coach,16,1,21,1,37,1,43,1,38,1,56,2","coached,25,1","coaches,58,1,188,1","coaching,13,1,20,1,25,1,37,2,43,1,38,2,50,1,53,1,55,1,57,1,186,2","coaching.&rdquo,201,1","coast,51,1,52,1","co-author,37,1,38,1","co-authored,51,2,52,2,206,1","cobb,26,1","coca,21,1,37,1,38,1","coca-cola,24,1,31,1","co-create,37,1,38,1","code,54,1","coexistence,41,1","co-existence,57,1","coffee,175,1","co-founder,13,1","cola,21,1,37,1,38,1","cold,56,1","cole,51,1,52,1","collaborate,51,1,52,1","collaboration,10,1,51,1,52,5,53,1,59,1,184,1,188,3,204,1,201,2,208,1","collaborative,37,1,38,1","colleague,53,3","colleagues,54,1,55,3,58,4","collected,57,1","collective,42,1,53,1,54,2,55,1,57,1,58,2,202,1","collectively,43,1,41,1,55,2,191,1,186,1","college,13,1,16,1,35,2,37,1,38,1,39,1,44,1,51,1,52,3,55,1,58,1,17,1,22,1","colleges,21,2,26,1,37,2,38,2","collided,56,1","colombia,23,1","colon,53,1","colonial,37,1,38,1,17,1","colonized,54,1","color,14,1,50,1","colorado,54,1,58,1","columbia,37,1,38,1","columbus,54,1","column,57,1","combination,55,3","combinations,53,1,56,1","combined,41,1","combines,51,1,52,1","come,51,1,52,1,53,2,54,5,55,1,57,4,58,2,202,1","comes,18,1,54,3,56,2,57,1,58,1,22,1","comfortable,42,1,53,1,54,1,57,2,58,3","coming,19,1,54,1,57,1","comm,53,1","command,42,1,53,1,58,1","comment,55,1,56,1","comments,52,1,55,1,58,4","commerce,11,1,24,1,37,1,38,1,52,1,53,1","commercial,54,3","commit,55,1","commitment,37,2,38,2,42,2,53,5,54,4,55,2,56,10,57,2,58,4,200,1,201,1","commitments,53,2","commits,55,1,56,1","committed,14,1,50,1,53,1,55,6,56,1,57,4","committee,18,1,54,1","commodities,56,1","common,43,1,52,1,53,1,54,3,56,1","commonly,42,1,50,1,53,1,54,2,55,2,56,1,57,1,58,2,206,1","communicate,43,2,53,1,57,1,187,1,188,1","communicates,188,2","communicating,16,1,57,2","communication,11,1,24,1,26,1,30,1,35,1,37,5,43,8,38,5,42,1,44,1,53,1,57,41,191,1,187,1,190,1,193,1,198,1,22,2","communications,20,1,35,1,37,4,38,4,53,1,57,1,22,2","communities,37,1,38,1,22,1","community,13,1,16,1,24,1,37,1,38,1,52,3,54,2,58,2,190,1,17,1","compact,56,1","companies,4,1,13,1,25,3,28,1,32,1,34,1,36,1,37,3,38,3,42,1,44,1,51,1,52,2,53,5,54,2,55,1,56,1,23,1,22,2","companion,43,1,194,1","company,4,1,11,1,16,1,19,3,21,1,24,2,28,4,34,1,37,6,38,6,39,1,42,8,51,1,52,15,53,37,54,19,55,8,56,8,57,9,58,2,17,1,22,1","company¹s,42,3","compaq,53,1,56,3","compare,54,1","compared,54,1,57,1,200,1","compares,43,1,203,1","comparing,50,1","comparisons,43,1,53,1,203,1","compassion,51,1,52,1,53,1,54,2,56,5,58,4","compassionate,52,6","compatibility,51,2,52,2,54,1,60,1","compatible,52,1,53,1,54,1,184,1","compatibly,50,1,54,3","compelling,200,1","compensating,55,1","compensation,20,1,37,2,38,2","compete,43,3,192,1,198,1","competed,55,1","competence,51,4,52,4,53,1,55,1,56,1,57,1,188,1,190,8,204,1,185,1","competence­an,51,1,52,1","competencies,43,1,53,1,55,10,56,2,57,1,58,1,196,1","competency,55,4,56,1","competent,52,1,53,2,55,5,56,1,57,1,186,3,188,1,190,3","competently,188,1","competent--professionally,52,1","competing,37,1,38,1,53,2,54,1,56,1,58,1","competition,43,1,53,2,54,2,55,1,56,1,192,1,204,1","competitive,43,6,42,2,44,2,51,2,52,2,53,3,54,1,55,4,56,1,57,1,192,1,184,1,186,6,188,1,204,1,185,1","competitors,53,2,54,1","complementary,50,1","complements,55,1","complete,43,4,40,1,55,2,57,1,187,1,203,1,194,1","completed,43,1,56,1,187,1","completely,57,1","completes,50,1","completing,56,2","completion,43,1,189,1","complex,184,1","complexities,37,2,38,2","complexity,42,1,53,2","compliance,14,1","component,43,1,50,3,191,1","components,53,1,57,1,190,2,23,1","composed,37,1,38,1","composition,54,1,57,1","composting,54,1","composure,58,1","comprehension,57,1","comprehensive,13,2,36,1,37,1,43,2,38,1,42,2,53,2,191,1,194,1","comprehensively,58,1,201,1","comprehensiveness‹we,37,1","comprehensiveness-we,38,1","comprise,56,1","comprised,58,1,188,1","comprises,55,1","compromise,58,1","compromised,53,1,55,1","computer,11,1,37,2,43,2,38,3,39,1,53,7,54,2,55,1,56,3,57,1,203,1,194,1","computer-assisted,37,1,43,1,42,2,53,2,56,1","computers,53,1,54,1,56,2,23,1","concentration,56,1","concept,43,1,50,1,51,1,52,2,198,1","conception,54,1","concepts,43,1,51,1,52,3,55,3,56,1,184,1,183,1","conceptual,37,1,38,1","concern,41,1,54,1","concerned,53,1,56,2,57,2","concerns,43,1,189,1","concert,54,1,55,1,201,1","concise,43,2,194,1","conclude,55,2","concluded,54,1,56,1","concludes,186,3,188,1","conclusion,42,2,53,2,54,3,56,1,58,4","conclusions,53,1,58,1","concorde,53,1","concurrent,53,1","condition,51,1,52,1,54,1,55,2,56,1,57,1","conditioned,55,1","conditions,55,1,56,1,57,1,58,1","conducted,14,2,24,1,37,1,43,2,38,1,56,1,192,1,203,1","conducting,55,1","conducts,56,1","cone,13,1","conference,10,1,15,1,39,1,51,26,52,31,57,1,60,1,59,1,206,1,208,2","conferences,28,1,37,1,38,1,51,5,52,7","conferred,16,1","confide,58,1","confided,58,2","confidence,55,1,56,1,58,3","confident,54,1,57,1","confidential,43,2,50,1,57,2,203,1,202,1","confidentially,57,1","confidently,43,1,203,1","configuration,175,2","confirm,54,1","confirmation,57,1","confirmed,42,1,53,1","conflict,20,1,24,1,30,1,37,6,43,3,38,6,42,1,53,1,54,1,55,4,56,1,57,11,58,11,186,2,187,1,188,1,198,1","conflicting,57,1,58,1","conflict--inner,58,1","conflicts,43,2,187,1","conflicts--not,57,1","confront,41,1,54,2,57,4,206,1","confrontation,41,1,53,1,56,1,57,2","confronted,54,1,58,1","confronting,54,1,58,1","confrontive,58,1","confucius,58,1","confused,56,1,57,1","confusing,55,1","confusion,58,2","conglomerate,42,1,53,1","congnitive,186,1","congruent,206,2","conjunction,24,1,37,1,38,1","connected,54,3,56,1,57,1","connectedness,54,1,56,5,58,1","connecting,54,1","connection,36,1,42,1,54,2,55,1,58,3","connections,186,1","conquer,54,1","conscious,54,1,186,1,182,1","consciously,54,5,57,2,58,4","consciousness,10,1,43,1,44,1,51,1,52,1,53,1,54,4,55,7,56,6,57,19,58,9,59,1,22,1,208,2,183,1","consciousness--which,57,1","consequence,53,1","consequences,50,2,54,1,58,3,206,2,201,1","consequent,53,1","consider,55,1,56,1,57,1,58,3","considerable,42,1,53,2","consideration,56,1","considered,44,1,54,1,55,1,56,2,58,3","considering,42,1,53,1","considers,37,1,38,1,42,1,51,1,52,1,53,1","consisted,57,1","consistent,42,2,53,2,55,1,57,1","consistently,24,1,43,1,57,1,189,1","consisting,57,1","consists,43,3,50,2,189,1,203,1,194,1","consortium,53,1","constant,54,1,55,1,57,1,58,1","constantly,42,2,53,2,54,1,57,1","constraints,54,1,58,2","construction,53,2,54,3","constructive,54,1,55,1,57,1","constructively,50,1,55,1,57,1,58,1","consult,21,1,37,1,38,1,56,1","consult_bailey.php,13,4","consult_beck.php,14,4","consult_butler.php,15,4","consult_gardner.php,16,4","consult_graves-robertson.php,17,4","consult_han.php,18,4","consult_harding.php,19,4","consult_harkrider.php,20,4","consult_horton.php,21,4","consult_lamoyne.php,22,4","consult_martinez.php,23,4","consult_miller.php,24,4","consult_oliveira.php,25,4","consult_robinson.php,26,4","consult_simon.php,27,4","consult_sligh.php,28,4","consult_valenciano.php,30,4","consult_wilkinson.php,31,4","consult_woods.php,32,4","consultant,13,1,15,1,18,1,20,2,26,1,27,1,32,2,36,1,37,11,43,1,38,11,42,1,53,1,54,2,57,2,189,1,23,1,22,1","consultants,4,1,11,1,12,5,13,5,14,5,15,5,16,5,18,5,19,5,20,5,21,5,24,5,25,5,26,5,27,5,28,5,30,5,31,5,32,5,33,1,34,1,35,1,36,1,37,4,38,3,42,4,53,4,23,5,17,5,22,5,199,1","consultants.php,12,4","consultation,43,1","consulted,13,1,21,1,24,1,31,1,37,2,38,2,22,2","consulting,6,1,20,2,24,1,28,2,31,1,33,1,37,8,43,3,38,8,40,1,42,5,51,2,52,2,53,5,54,8,57,1,195,1,23,1,185,2","consults,37,1,38,1,56,1","consumables,53,1","consume,54,1","consumer,51,1,52,1,56,1,57,2","consumers,53,1","consumption,54,2","contact,4,1,11,1,12,1,13,1,14,1,15,1,16,1,18,1,19,1,20,1,21,1,24,1,25,1,26,1,27,1,28,1,30,1,31,1,32,1,33,7,34,1,35,1,36,1,40,3,51,11,52,11,56,1,57,1,181,1,23,1,17,1,22,1,199,1","contact_us,40,4","contact_us.doc,40,4","contact_us.php,33,4","contacted,55,1,56,1,58,1","contained,57,1","containers,54,1","contains,57,1,201,1","contamination,54,1","contemplating,58,1","content,4,1,34,1,37,1,38,1,57,5,186,1,199,1","contents,30,1,37,2,38,1,42,1","contenttype,175,2","content-type,175,2","context,49,1,53,1,54,3,55,1,56,3,57,15,58,1,184,2","context&mdash,184,1","contexts,56,2","context--the,56,1","continent,54,1","continents,54,1","continual,54,1,55,1,56,2,57,1,58,2,201,1","continually,42,5,53,10,54,3,55,2,56,5,57,1,58,2","continuation,188,1","continue,4,1,34,1,35,1,37,1,43,1,38,1,53,1,54,6,56,1,57,1,58,1,191,1,199,1","continued,41,1,53,1,54,2,56,1,57,2,58,2,184,1,22,1","continues,53,2,54,1,56,2,58,2","continuing,51,1,52,1,53,1,54,2,55,2,56,2,57,3,58,1","continuous,20,1,37,2,43,1,38,2,42,1,53,4,55,2,56,3,58,3,198,1","continuously,37,1,38,1,55,2","continuously-learning,202,1","contract,35,2,39,2,53,5,54,1,55,1,56,4","contracting,54,1","contractor,54,2","contracts,54,2","contractual,55,2,56,1","contrary,58,1","contribute,37,1,38,1,53,1,55,1,56,2,57,1","contributed,36,1,56,2","contributing,16,1,56,1","contribution,43,1,54,1,58,1,206,1,198,1","contributor,24,1,186,1","contributors,43,1,189,1","control,18,2,43,1,41,1,42,3,50,1,51,1,52,1,53,3,58,5,203,1","controlled,54,1","convalescence,54,1","convenience,54,1","convenient,54,1","conveniently,206,1","convention,44,1","conventional,54,1,56,2","conventions,25,1","convergys,11,1,37,4,38,4","conversant,35,1,37,1,38,1","conversation,57,2,58,3","conversations,56,2,188,1,208,1","converted,42,1,53,1","conveyed,42,1,53,1","conveying,14,1","conviction,57,1","convince,57,1","convinced,54,1,57,1","convincing,57,1","cooperation,10,1,43,2,41,1,52,1,54,4,59,1,192,2,184,1,188,3,201,2,208,1","cooperative,51,1,52,1,54,2","coordinated,54,1","coordination,13,1","coordinator,14,2,27,1,35,1,39,2","copernicus,57,2","coping,55,1,57,1","copy,43,2,189,2","copyright,178,1","core,37,1,43,1,38,1,50,1,54,1,55,3,58,1,192,1","cornell,15,2,37,1,38,1","corp,11,1,37,1,38,1","corporate,13,1,18,1,20,1,26,1,30,1,32,2,33,1,35,1,37,9,38,9,40,1,42,3,44,1,53,3,58,4,23,1","corporation,20,1,25,1,26,1,28,1,32,2,37,8,43,2,38,8,51,1,52,1,53,4,54,3,55,1,56,1,58,2,192,2","corporation¹s,42,1","corporations,25,1,32,1,35,1,37,2,38,2,44,1,51,1,52,2,54,2,55,2,23,1","correct,57,1,175,1","correspond,55,1","corresponding,50,1,54,1,56,2,57,2,204,1,201,1","correspondingly,54,1,56,1,57,1","corresponds,56,1","cost,43,5,54,1,56,1,58,2","costa,30,1,37,1,38,1","cost-effective,37,1,38,1,53,2","costs,43,1,42,1,53,3,56,1","could,42,1,51,1,52,2,53,3,55,7,56,8,57,6,58,6","couldn,41,1,52,2,53,1","council,20,1,37,1,38,1,22,1","counsel,35,1,37,1,38,1,58,1","counseling,13,1,16,2,20,1,21,1,37,2,38,2,50,1,51,2,52,2,56,1","counselor,22,1","count,175,2","counter,56,2","counterproductive,43,1,42,1,53,1,54,1,55,2,57,5","counterproductively,55,2","countless,25,1","countries,39,1,54,1,57,1","country,54,3","countryside,44,1","country--the,51,1,52,1","county,16,1,18,1,26,1,27,1,37,1,38,1,52,3,17,1","couple,52,1,54,1,55,1","coupled,57,1","courage,54,1,55,1,57,1,58,2,200,1","courageous,57,1","course,24,1,31,1,35,3,37,1,43,4,38,1,39,3,51,1,52,1,54,1,56,1,186,1,187,2,193,2","courses,15,1,19,1,25,1,28,1,43,1,193,5,185,1","covenant,37,1,38,1","coverage,36,1","covered,56,1","co-workers,43,1,53,2,202,1","cpu,54,1","cqi,56,1","cracks,54,1","crafts,58,1","crazy,54,2","crea,54,1","create,4,1,13,1,31,1,34,1,37,3,43,2,38,3,41,2,42,2,44,1,50,2,51,2,52,2,53,3,54,5,55,3,56,6,57,4,58,3,191,1,186,4,187,1,188,2,190,1,204,1,205,1,206,2,201,2,202,1","created,13,1,20,1,37,2,38,2,41,1,42,1,53,4,54,3,56,1,58,5","creates,50,1,53,1,58,1,188,1","creating,4,1,34,1,37,2,43,1,38,2,42,1,49,3,50,16,51,6,52,7,53,1,54,1,56,3,58,7,186,3,188,1,190,1,195,2,196,6,197,6,201,1","creation,43,1,39,1,53,1,56,2,57,2,58,3,191,1","creative,19,2,28,1,37,2,43,5,38,2,42,1,49,1,51,5,52,5,53,2,54,1,55,7,56,3,57,6,58,10,192,1,184,2,201,2,22,1,182,1,183,4","creative-adaptive&rdquo,201,2","creatively,42,2,52,1,53,2,55,3,56,1,57,2","creativity,4,2,6,1,12,1,19,1,34,2,37,7,43,10,38,7,49,1,50,2,51,5,52,7,53,1,54,2,55,2,56,4,57,4,58,1,60,1,184,6,188,1,201,3,182,7,183,17,199,2","creativity.php,182,4","creativity_1.php,183,4","creativity_2.php,184,4","creativity--inspiration,54,1","creators,58,1","creatures,58,1","credentials,58,1","credibility,53,1","credible,42,1,53,1,56,1","credibly,57,1","credit,56,3","credits,19,1","cried,56,1","criminal,14,1","crises,54,2","crisis,41,8,42,1,53,8,54,9,55,4,57,1","criteria,53,1","criterion,53,2","critical,26,1,36,1,37,2,43,1,38,2,50,2,53,3,54,1,55,2,56,4,57,1,184,2,188,1,190,1,201,1","criticism,55,1,57,1","cross,43,5,54,1,56,1,187,2,193,3","cross-country,54,1","cross-cultural,37,3,43,8,38,3,51,1,52,1,57,7,192,1,187,2,188,3,190,2,22,2","crossed,57,1","cross-functional,43,1,52,2,53,1,57,2,184,1,188,2,201,1","cross-section,43,1,194,1","crucial,42,1,53,1,54,1,55,1,57,1,58,2,206,1,201,1","crying,57,1","crystal,54,1","crystallize,57,1","css,175,3","ct,13,1","cue,56,1","cues,57,1","culmination,58,1","cultural,20,1,24,1,25,1,37,2,43,27,38,3,49,1,50,2,51,7,52,7,53,1,54,1,55,1,57,5,58,1,60,1,191,1,192,3,186,3,187,3,188,8,190,8,204,1,193,6,194,13,22,1,185,2","culturally,52,2,57,1,186,3,188,1,190,4","culturally-different,43,1","culture,37,2,38,2,39,1,43,5,50,2,51,1,52,1,53,2,54,4,55,2,56,1,57,7,58,1,187,1,203,1,193,1,194,2,201,1,22,2","culturequest&rdquo,22,1","cultures,37,1,38,1,39,1,43,1,53,1,54,1,57,9,192,1,188,1,22,2","cumbersome,55,1","cups,54,1","current,24,1,30,1,37,2,38,2,54,2,58,1","currently,21,1,28,1,37,3,38,3,17,1,22,1","custom,204,1,185,2","customer,4,1,13,1,20,1,24,1,34,1,37,3,38,3,42,3,44,1,52,7,53,10,55,3,56,12,57,3,58,5","customer-driven,56,1","customers,13,1,37,3,38,3,43,5,52,1,53,5,54,2,56,22,58,1,187,5","customers¹,42,1","customers--the,56,1","customization,25,1,43,1,55,1","customization‹we,37,1","customization-we,38,1","customized,27,1,28,1,35,2,39,2,43,8,56,1,189,7,203,1,193,6,185,1","cut,53,1,54,1","cutting,37,1,38,1","cuttingedge,51,1,52,1","cutting-edge,60,1","cycle,41,1,53,3,55,1,57,1,58,2","cycle-time,57,1","cynthia,56,7","d.c,37,1,38,1,17,1","daily,39,1,43,1,50,2,54,2,56,1,183,1","daimler,37,1,38,1,17,1","daimlerchrysler,11,1,37,5,38,5,51,1,52,1,53,1","dakota,54,1","dale,37,1,38,1","dallas,51,1,52,2,53,3,54,1,22,1","dam,54,1","damage,54,2","damaged,54,1","damming,54,1","dangers,54,1","daniel,35,1,37,1,38,1","darrell,12,1,15,2,36,1","darwinian,42,1,53,4","daryl,57,1","data,11,1,37,1,38,1,43,2,51,1,52,1,54,1,56,3,184,2","dates,6,1","daughter,56,2","davies,37,1,38,1","davis,52,1","dawning,10,1,59,1,208,1","day,43,1,52,1,56,4,58,3,186,1,187,1","day-long,50,1","day--prioritizing,50,1","days,54,1,56,2,57,1","day-to-day,43,1,50,2,51,1,52,1,53,2,55,1,184,1,186,1,188,1,22,1,183,1","dc,4,1,34,1,37,1,38,1","deal,43,1,52,1,55,2,57,4,58,1,197,1","dealing,54,2,55,1,58,2","deals,54,1,58,1","dean,21,1,37,1,38,1,51,2,52,2","dear,52,1","death,55,1,56,4,58,1","debut,56,1","deceased,56,1,57,1","decentralization,42,1,53,1","decide,55,2,57,1,58,1","decided,42,2,53,4,54,4,55,5,56,2,57,5,58,2","decides,57,1","decipher,57,1","decision,43,1,53,1,55,1,57,3,58,5,206,1,198,1","decision&rdquo,206,1","decisions,50,1,55,1,56,1,57,1,58,2","declaration,54,1","declared,54,1,58,1","declaring,54,1","decline,42,2,53,5,56,2","declining,42,3,53,3","decrease,57,1","decreased,53,1","decreasing,56,1","dedicated,14,1,16,1,37,1,38,1,53,1,54,1,56,1,57,2,58,5","dedication,53,1,55,2","de-emphasized,55,1","deep,20,1,37,1,38,1,51,1,52,1,54,2,55,4,23,1","deeper,37,2,38,2,58,2","deepest,58,1","deeply,58,1","deer,54,1","defeat,58,1","defeated,54,1,58,1","defenchapterfive,57,1","defender,18,1","defenders,37,1,38,1,17,1","defense,37,1,38,1,53,1,54,1","defensive,57,1","definable,53,1","define,50,2,53,1,54,1,55,1,56,1,57,1,186,2","defined,56,2,57,2,58,2,201,1","defines,188,1","defining,51,1,52,1,53,3","definite,57,1","definitely,58,1","definition,53,1,54,1,55,2,56,1,57,1,58,2,175,1","definitions,56,1","degree,14,1,15,1,16,3,21,2,25,2,35,1,37,9,38,9,42,1,53,3,54,1,55,2,56,1,58,1,188,1,22,2","degrees,37,1,38,1,57,1,58,1,17,1","dekalb,18,1","delays,57,1","delegate,53,1","delegated,43,1,53,1,54,1,55,1,57,1,198,1","delegating,53,1,55,1,195,1","delegation,43,1,54,1,55,3,203,1","deliver,28,1,42,1,53,1,190,1","delivered,13,1,21,1,37,2,38,2,56,2,186,1,23,1","deliveries,56,2","delivering,42,2,53,2,190,1","delivers,35,1","delivery,25,1,42,2,53,2,56,5,57,1","dell,23,1","delta,16,1","delusion,58,2","demand,53,1,54,1,55,1,57,1,58,1","demanding,54,1","demands,37,1,38,1,54,4,55,1,204,1","demise,54,1","demographic,43,2,44,1,203,1,194,1","demonstrate,58,1","demonstrated,43,1,53,3,55,1,198,1","demonstrates,42,2,53,2","demonstration,55,1","demonstrations,57,1","demoralizes,57,1","denial,54,1,55,1,57,1","denude,54,1","deny,57,1","department,4,1,20,1,27,1,34,1,37,4,38,4,51,3,52,3,54,1,57,1,58,4,17,1","departments,53,1,56,1","departure,14,1,56,3","departures,56,1","depauw,21,1,37,1,38,1","depend,54,3","dependency,42,1,50,1,53,1","dependent,53,2,54,1,55,1","depending,53,1,56,1,58,1","depends,43,1,53,1,194,1","depicted,53,1","deposits,54,1","depot,16,1","depression,57,1","dept,13,1","depth,53,1,58,1","depths,55,1,58,1","derive,53,2,54,1","derived,56,1","descartes,57,2","describe,55,1,57,1,58,2","described,54,2,55,5,56,5,57,1,201,1","describes,31,1,42,1,53,1,55,1,56,2","description,43,7,55,1,56,3,57,1,191,1,203,1,194,1","descriptions,55,1,57,2","desert,54,1,56,1","deserves,56,1","design,28,3,31,1,37,3,38,3,42,2,43,3,50,2,51,1,52,1,53,3,54,2,55,1,56,4,190,2,193,1,197,1,201,1,185,1","designated,54,1","designed,31,1,37,1,38,1,42,2,43,9,44,2,49,1,50,5,51,1,52,1,53,3,54,1,56,2,57,1,191,1,184,1,186,4,190,1,192,1,196,1,197,1,198,1,200,1,201,5,23,1","designer,13,1,31,1,35,1,54,1","designers,56,1","designing,43,2,50,1,56,1,191,6,186,1,204,1,202,1,22,1,185,1","designs,53,1","desirable,42,1,53,1","desire,42,1,50,2,51,1,52,1,53,1,55,2,56,4,57,2,206,4","desired,37,1,38,1,43,1,194,1,201,1","desires,56,2,58,1","desiring,27,1","desk,56,2","desperate,58,1","despite,55,1","desti,57,1","destined,41,1,51,2,52,2,60,1","destroy,54,1,55,1","destroying,54,1","destruction,56,1,58,1","detachment,58,2","detail,37,1,38,1,44,1,54,2,57,1","detecting,53,1","deteriorated,57,1","determine,43,2,49,2,53,1,55,1,189,1,203,1","dete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55,2,57,3,56,2,58,1","possibly,54,1,57,2,56,2,58,3","post,37,1,38,1","postal,30,1,31,1,37,2,38,2,18,1,26,1","postdoctoral,51,1,52,1","posted,51,1,52,1","postgraduate,37,1,38,1","postscript,55,1,56,1","posture,57,1","potenchapterone,53,1","potential,4,2,27,1,31,1,37,2,38,2,50,1,52,2,55,3,57,6,56,1,58,2,16,1,201,3,34,2,195,1,199,1","potentials,58,1","pouring,58,1","poverty-stricken,56,1","power,43,1,51,4,52,8,54,3,57,3,56,4,58,1,60,1,206,6,184,1,204,1,205,1","powerful,37,1,38,1,44,1,43,1,51,2,52,2,54,2,56,1,58,2,201,1","powers,54,1,56,1","practical,37,3,38,3,54,2,55,1,56,2,58,1","practically,54,1,58,2","practice,14,1,43,2,53,1,54,9,55,4,57,2,56,4,58,2,206,1,22,1,23,2,196,1","practiced,50,1,54,3,56,1,58,1","practices,24,1,37,1,42,1,38,1,43,2,50,3,51,1,52,1,53,5,54,4,55,2,57,2,58,4,202,1,188,3,201,1,192,1","practicing,51,1,52,1,53,1,54,1,58,1","practitioner,37,1,38,1,13,1","practitioners,25,1","praise,37,1,38,1","prayer,54,1","preceding,55,1,56,1","precipitate,54,1","precipitated,55,1","precisely,54,1","predetermined,43,1,55,1,203,1","predetermines,54,1","predict,56,2","predictable,55,1","predicted,55,1","predicting,184,1","prefer,53,1,57,1","preferably,54,1,58,1,201,1","preferences,49,1","pregnant,53,1","prehistoric,58,1","prejudiced,54,1","prejudices,57,2,58,1","prelude,55,1,58,1","premature,55,1,58,1","prematurely,57,1","premier,56,1","premise,43,2,50,3,56,1,206,1,192,1","premises,50,1","preoccupation,56,1","preparation,42,1,54,1,50,1,53,1","prepare,53,1","prepared,54,1,55,1","preparing,54,1","prepayment,56,2","prerequisite,58,1","prescribe,58,1","prescription,188,1","present,41,1,50,6,53,2,55,1,57,2,56,3,58,3,206,1,188,1,184,3","presentation,42,2,43,1,54,1,51,2,52,8,53,1,206,1","presentation--from,53,1","presentations,43,1,51,9,52,9,190,1","presented,27,1,37,3,42,1,38,3,43,3,51,3,52,3,53,1,57,1,206,1,21,1,32,1,186,2,192,1,194,1","presenter,31,1,37,2,38,2,39,1,51,1,52,1,13,1,17,1,25,1,28,1","presenters,37,1,38,1","presenting,22,1","presently,54,1,53,1,56,1,58,1,200,1","presents,43,1,19,1,183,1","preservation,54,1","preserves,54,1","preserving,54,3","president,37,2,42,4,38,3,39,1,54,5,51,3,52,4,53,9,57,3,56,1,58,3,13,1,19,1,35,1,36,1,28,1,32,1","president--a,54,1","press,6,1,51,8,52,8","pressing,50,1","pressure,54,1,56,1","pressures,54,2,57,1","prestigious,54,1,55,1","presume,54,1","presumed,55,1","pretend,57,1","prevail,54,1","prevailing,42,1,43,1,53,1,194,1","prevalent,54,1,55,1","prevent,43,1,50,1,53,1,57,1,56,1,186,1,192,1","preventative,57,1","prevented,54,1,58,1","preventing,43,1,54,1,198,1","prevention,14,2,50,1,18,1","previewed,55,1","previous,30,1,37,2,38,2,54,4,53,3,55,1,57,2,56,1,58,1","previously,42,2,39,1,54,3,53,2,56,2,58,2,19,1","price,55,1","prices,53,2","pride,37,1,38,1","primarily,14,1,56,1,58,2","primary,54,1,53,5,56,4,58,3","prime,36,1","principal,55,2","principally,53,2,56,1","principle,54,1,52,1,53,1,55,1","principles,14,1,44,1,43,1,49,1,54,4,50,1,51,2,52,2,53,8,55,5,57,2,56,2,58,1,60,1,197,1,204,1","print,49,1,178,1","print_test.php,180,4","printer,53,1","printers,53,1","printing,43,1,52,1,189,1","prior,37,2,38,2,50,1,51,1,52,1,56,1,23,1,25,1,201,2,35,1,28,1","prioritize,50,3,55,1","prioritized,50,1","prism,30,1,37,1,38,1","prison,58,2","pristine,54,1","privacy,178,1","private,30,1,37,1,38,1,56,1,22,1,23,1","privilege,54,1,28,1","privileged,23,1","pro,54,1","proactive,42,1,43,1,53,1,55,1,57,1,58,1,192,1","proactively,53,1,55,5,57,3,201,1","probability,56,1","probable,50,1","probably,42,2,54,4,53,2,55,3,57,4,56,2,58,1","problem,43,1,55,1,57,7,56,1,58,1,198,1,184,2","problems,43,1,50,1,55,2,57,3,58,3,183,1","problem-solving,57,1,58,1","procedure,53,1","procedures,43,1,50,1,57,1,58,2,18,1,183,1","proceed,56,1","proceeded,57,1,58,1","process,30,1,37,3,42,2,38,3,43,9,54,9,50,7,51,1,52,1,53,9,55,8,57,24,56,14,58,17,197,1,200,1,13,1,23,1,189,2,201,5,183,2,184,2,186,2,194,1,196,1","processes,4,1,20,3,37,7,42,2,38,7,43,2,50,2,53,7,55,1,57,5,58,6,191,1,34,1,183,1","processing,54,1,55,2","processing&mdash,184,1","processing--the,56,1","proctor,51,1,52,1","produce,54,3,52,1,53,3,55,3,57,3,56,3,58,2","produced,54,1,53,1,57,1,56,1,22,1,19,1","producer,50,1,19,1","producers,53,1","produces,54,1,53,2,57,1,56,2,35,1","product,4,1,37,1,42,1,38,1,39,4,54,1,53,1,55,10,57,5,56,19,58,1,13,1,19,1,34,1","production,39,1,43,1,54,2,53,5,57,1,56,2,197,1,13,1","productive,37,1,38,1,43,1,54,1,53,5,55,1,19,1,28,1","productively,53,1","productivity,37,2,38,2,44,1,43,2,54,2,53,3,57,2,198,1,189,1,201,1","product-oriented,42,1,53,1","products,4,1,11,1,37,4,42,2,38,4,39,1,40,1,54,3,53,14,55,3,57,2,56,16,58,1,18,1,34,1,182,1,184,3,199,1","profession,57,1","professional,27,3,37,3,42,1,38,3,44,1,43,7,54,2,50,1,51,1,52,1,53,3,55,3,57,2,56,2,198,2,206,3,15,1,35,1,28,1,32,1,192,1,197,1,199,1","professionalism,56,1","professionally,44,1,55,1,58,1","professor,4,1,37,2,38,2,54,1,51,2,52,2,34,1","proficiency,55,1,188,2","profile,10,1,59,1,60,1,208,1,201,1","profit,37,1,38,1,54,1,53,1,55,2,57,1,28,1","profitability,54,3,53,6,201,1","profitable,43,4,54,2,52,2,53,4,57,1,58,1,190,1,192,1","profitdriven,53,1","profits,53,2,55,1","profound,6,1,54,1,56,1","profusely,56,1","program,14,1,42,8,44,2,43,23,54,1,50,5,51,4,52,4,53,8,57,10,56,1,58,4,60,1,191,1,198,4,206,2,188,3,201,3,183,2,184,3,186,6,190,1,192,4,197,4","programmed,54,3,55,2,57,3","programmer,175,1","programming,51,1,52,1,55,2,58,1,13,1,22,1","programs,27,1,37,8,42,2,38,8,43,2,54,2,50,6,51,1,52,1,53,2,55,1,57,5,56,1,23,1,25,1,36,2,203,1","progress,43,1,54,1,203,1","progressed,58,1","progresses,58,1","progression,43,1,183,1","progressive,53,1","progressively,54,1,55,1,58,1","project,14,2,30,1,37,1,38,1,54,1,53,3,55,2,57,6,56,1,25,1","projected,54,1,57,1,56,1","projecting,201,1","projects,53,1,55,2,188,1","proliferate,56,1","prominent,50,1","promise,37,1,38,1,51,1,52,1","promises,54,1","promote,54,2,52,1,55,2,23,1","promoted,27,1,54,2,55,1","promotes,53,3","promoting,54,3,53,1,55,1,13,1,186,1","promotional,39,1","promotions,54,1","prompted,42,2,53,2,58,1","prompting,58,3","promptly,55,2","prone,53,1","proof,39,1,55,1,57,1,56,1","propagating,54,1","propels,57,1","propensity,55,1","properly,42,1,53,1","property,54,1","prophets,58,1","proportion,43,1,54,1,50,1,53,1,55,1,56,1,58,1,196,1","proportional,56,1,58,1","proportions,55,1","proposal,42,4,53,4","proposed,54,1,57,2","proposition,54,1,184,1","prosecutor,18,1","prosper,42,1,54,1,53,2","prospered,58,1","prosperity,201,1","prosperous,53,1","protect,55,1","protest,54,1,57,2,58,1","prototype,201,1","proud,57,1","proven,54,1,55,1,36,1,28,1","provide,4,1,37,1,38,1,43,4,54,2,52,1,57,2,56,2,198,1,34,1,194,1,196,1","provided,20,1,24,1,37,1,42,1,38,1,43,1,54,3,50,1,51,1,52,1,53,3,57,2,56,3,58,3,206,1,201,2,199,1","provider,53,1,56,2,185,2","providers,53,1,190,1","provides,4,1,6,1,37,2,38,2,44,2,43,12,54,2,50,1,53,3,57,1,58,1,191,1,198,1,202,3,201,1,34,1,183,2,184,1,192,1,194,2,195,1,197,2,203,1","providing,4,1,37,5,42,1,38,5,43,1,51,1,52,2,53,2,34,1,186,2,192,1","provision,55,1","provoke,55,1","provokes,53,1","provoking,52,1,202,1","prudential,24,1","psychic,56,1","psychological,16,1","psychology,37,1,38,1,55,1,13,1,16,1","public,14,1,30,1,31,1,37,4,38,4,54,1,51,1,52,1,53,3,55,2,57,1,56,1,22,1,17,1,18,1,35,1","publication,49,1","publications,37,1,38,1,51,3,52,3,60,1","published,51,2,52,2,60,1","publishing,52,1,19,1","puerto,51,1,52,1","pulled,56,1","pulling&rdquo,201,1","pump,54,1","purchases,57,1","purchasing,57,1","purpose,42,2,54,1,53,2,55,1,56,1,58,3,14,1","purposes,51,1,52,1","pursue,57,1","pursuing,37,1,38,1","pursuit,53,1,56,1","push,58,2","pushed,54,1","pushy,55,5","putting,57,1","puzzle,57,1","puzzles,58,1","quadrant,43,1,183,1","qualcomm,51,1,52,1","qualified,57,1","qualifies,56,1","qualitative,43,1,194,1","qualities,37,1,38,1,55,1,202,2","quality,20,1,30,1,37,4,38,4,43,12,54,5,50,26,51,4,52,4,53,14,55,5,56,5,57,14,58,3,60,2,198,2,187,4,189,1,183,1,190,1,192,1,197,1,206,5","quality‹we,37,1","quality-we,38,1","quantitatively,202,1","quantities,54,1","quantity,43,1,198,1","quantum,37,1,38,2,51,1,52,1,56,1,58,2,200,1,201,8,182,1","quantum-thinkers,56,1","quantum-thinking,4,1,37,2,38,1,51,1,52,1,55,1,56,7,57,1,58,2,34,1,182,1,184,11","quantum-thinking.his,60,1","quantum-thinking--developing,52,1","quarterbacks,56,1","quest,54,1,22,1","question,42,5,43,2,54,3,52,1,53,6,56,2,57,1,58,2,187,1,189,1","question-and-answer,43,1","questioned,54,2,53,1,57,1","questioning,58,1","questionnaire,50,1,56,2","questionnaires,43,2,194,1,203,1","questions,24,1,42,3,43,4,49,1,54,5,53,6,55,1,58,2,202,1,189,1,186,2,194,2,203,1","quickly,4,1,37,1,38,1,53,2,57,1,22,1,34,1","quiet,55,1,57,2","quietly,54,3","quit,58,1","quite,42,1,54,1,53,1,56,1,58,1","quo,54,1,55,1","quotas,54,1","quote,50,1,57,1,58,1","quoted,58,1","r&d,56,2,57,4","rabbit,54,1","race,43,4,50,1,55,2,58,1,187,1,194,1,203,1","racial,43,2,55,4,58,1,194,1","racially,55,1","racism,57,1","racting,55,1","radical,44,1,54,1,53,1","radically,206,1","radio,22,2","radiology,52,1","raised,54,1,55,1,57,1","raises,54,1","raleigh,13,1","ralph,37,1,38,1,51,1,52,1","rampant,53,1","ran,19,1","ranchers,54,1","random,175,1","range,37,1,38,1,56,1,57,1,19,1","ranging,37,1,38,1","rank,58,1","ranks,58,2","raoul,57,2","rapid,57,1","rapidly,37,1,38,1,44,1,53,3,56,1,184,1","rarely,54,3,53,1,55,1,57,3","rate,54,1,36,1","rated,37,1,38,1,55,1,56,1","rather,54,1,53,1,55,4,56,1,57,3,58,2","ratings,57,1","ratio,54,2","rational,55,1","rationality,55,1","rationally,56,1","raw,43,1","reach,4,1,37,1,38,1,44,1,57,1,34,1","reached,42,1,53,1","reaching,4,1,37,1,38,1,34,1","reacting,55,1","reaction,55,3,56,1,57,3","reactions,55,2,57,1","read,56,1,60,1","readdir,175,1","reader,56,1","readfile,175,1","readily,51,1,52,1","readiness,56,1","reading,43,1,57,1,175,1,189,1","ready,58,1","reaffirms,57,1","real,42,1,44,1,54,3,52,1,53,1,56,2,57,3,58,3,23,1","realistic,57,1","realities,55,1","reality,41,1,44,1,54,2,50,2,53,1,55,6,56,4,57,8,58,9,201,1,184,1","reality--that,58,1","reality--the,55,1","realization,42,3,54,9,53,5,55,2,56,11,57,2,58,4,206,1","realizations,37,1,38,1,44,3,54,1,51,2,52,2,55,1,56,1,60,1","realize,37,2,42,2,38,2,54,3,52,1,53,4,55,2,56,1,57,1,16,1","realized,42,1,54,6,52,1,53,2,55,1,56,5,57,5,58,2","realizes,56,1,57,1","realizi,57,1","realizing,54,1,51,1,52,1,56,1,57,1","real-life,44,1","really,42,1,44,1,54,2,50,1,51,1,52,2,53,1,56,2,57,2,58,4","real-world,201,1,186,1","reap,37,1,38,1","reason,54,1,55,1,56,1,58,2,206,1","reasoned,58,1","reassess,42,1,54,1,53,1","reassessing,54,2,58,1","reassessments,54,1","reassigned,56,1","rebirth,54,3","recall,58,1","receive,42,1,39,2,43,2,54,2,53,1,22,1,194,1","receive&rdquo,184,1","received,24,1,27,1,37,5,42,1,38,5,39,2,54,1,51,1,52,2,53,2,56,4,18,1,21,1,23,1,25,1,26,2,35,3","receives,42,1,43,2,53,1,57,1,203,2","receiving,37,1,38,1,58,1,16,2,20,1","recent,6,1,51,2,52,2,53,1,56,2,58,1,60,2,15,1","recently,37,1,38,1,54,1,56,1,57,1,58,2,19,1","receptivity,42,1,53,1","recipient,37,1,38,1","reciprocal,56,1","recognition,37,1,38,1,20,1","recognize,43,1,58,1,187,1","recognized,30,1,37,3,38,3,54,1,57,1,58,2,202,1,15,1,28,1,199,1","recognizes,56,1,199,2","recognizing,53,1","recommend,51,1,52,1,53,1","recommendation,36,1","recommendations,43,1,53,1,56,1,194,1","recommended,53,2,55,1","recommending,42,1,53,1,58,1","reconciled,57,1","reconciling,54,1,56,1","reconnect,49,1,54,2","reconnected,54,1,55,1","reconnecting,54,1,55,2","record,42,1,54,1,53,1,57,1,19,1,28,1","records,56,1","recounted,42,1,53,1","recovered,53,1","recovering,54,1","recovery,54,1","recreating,55,1","recruit,50,1","recycled,54,1","recycling,54,1","redefine,54,2,50,1,55,1,56,2","redefined,53,1,56,2","redefines,54,1,57,1","redefining,42,1,50,1,53,1,60,1","redefinition,53,1","redesign,37,1,38,1,53,1,57,1","redesigned,50,1,58,1","reduced,42,1,54,1,50,1,53,1,58,2","reducing,42,1,53,1","reduction,55,1,57,1","reengineered,53,1","reengineering,55,1,56,1","reengineers,53,1","reexamination,57,1","reexamine,54,1","reexamined,55,1","refer,57,2","reference,51,12,52,12","references,51,1,52,1","referrals,54,1","referred,54,3,55,1,56,4,57,1","refers,58,1","refinements,43,1,189,1","reflect,54,3,51,1,52,1","reflected,54,3,51,2,52,2,55,1","reflecting,58,1","reflection,53,1,55,1,58,1","refunded,56,1","refused,53,1,57,1","refuses,55,1","regaining,42,1,53,1","regard,54,2,53,1,58,2,206,1","regarded,54,1","regarding,33,2,40,2,54,1,57,2,202,1","regardless,53,1,55,2,58,1","regards,51,1,52,1","regency,37,1,38,1","region,43,1,54,2,51,2,52,2,192,1","regional,27,1,51,1,52,1,13,1,19,1,25,1,28,1","regions,49,1,54,1","registered,56,1","regular,37,1,38,1,43,2,54,1,53,3,56,1,57,1,58,1,187,1,188,1,183,1","regularly,54,2,56,1,58,2,22,1","reigning,58,1","rein,56,1","reindeer,19,1","reinforcement,37,1,38,1,188,1","reinvent,42,1,53,2,56,1","reinventing,53,1,56,1","relate,52,1,57,1,188,1,201,1","related,43,1,54,1,51,2,52,2,56,4,57,1,58,4,60,1,14,1,188,1,36,1,186,2","relatedness,56,1,57,1,58,1","relates,188,1,201,1,186,2","relating,37,1,38,1,43,1,53,1,56,1,57,3,58,1,191,1","relations,24,1,31,1,37,1,38,1,39,1,35,2","relationship,31,1,44,1,43,1,54,5,51,1,52,1,53,1,55,1,56,4,57,13,58,4,193,1,188,1,186,1","relationship--a,57,1","relationship-focused,57,1","relationships,44,1,43,13,54,2,55,1,57,8,58,1,187,6,28,1,190,1,192,1,198,1,206,1","relative,43,1,56,2,194,1","relatively,43,1,53,1,55,2,57,1,58,1,183,1","relativity,58,1","relaxation,55,1","relayed,56,1","relearned,58,1","released,58,1,19,1","releasing,58,1","relentless,53,2","relevance,10,1,54,1,55,1,59,1,60,1,208,1","relevant,57,1,58,1","reliability,56,2","reliable,52,1","religion,43,1,54,3,51,1,52,1,57,2,187,1","religious,50,1,57,2","relinquish,43,1,203,1","relocate,54,1","re-locations,20,1,37,1,38,1","rely,58,1","remain,56,1,57,1,184,1","remaining,57,1,58,2","remains,37,1,38,1,16,1,35,1","remember,57,1,58,1","remembered,53,1","reminded,55,1","remove,58,1","removed,58,1","remuneration,56,1","rendered,54,1,56,2","rené,57,1","renee,37,3,38,2","renew,53,1","renewal,31,1,53,1","renown,37,1,38,1,51,1,52,1","rental,56,1","reorganization,54,1","repair,54,1","repairs,53,1","repeat,37,1,38,1","repeatedly,36,1","repetition,57,1","repetitive,55,1","replaced,57,1,58,1","replaces,55,1,58,1","replayed,56,1","replied,55,1,58,1","report,43,4,22,1,201,1,203,2","reporter,22,1","reporting,39,1,35,1","reports,39,2,43,2,201,1,194,1,203,1","represent,57,2","representation,54,1","representative,27,1,57,2,13,1,19,1","representatives,27,1,42,1,53,1","represented,55,1,14,1","representing,39,1,55,1,57,1","re-prioritize,55,1","reprioritizing,50,1","reputation,37,1,38,1,55,2,57,3,206,1","req,56,1","request,54,2,56,2,57,4","requested,54,1","requests,56,1","require,43,1,54,6,53,2,55,1,56,2,57,6,58,3,187,1,184,1","required,42,1,43,1,54,4,53,5,55,1,56,2,57,3,202,1,187,1,199,1","requirement,43,1,53,1,55,2,58,2","requirements,43,1,54,1,55,3,57,2,203,1","requires,37,1,38,1,43,1,54,2,50,1,55,1,56,1,57,2,58,2,189,1","requiring,55,1","rerouted,56,1","rescheduled,56,1","research,42,2,54,1,51,2,52,2,53,5,56,4,57,1,58,5,15,1","researcher,25,2","resent,55,1","resent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arrFiles=new Array();arrFiles[0]=new Array(2,"diversity_vid.html","13 Jul 2007","Untitled Document","","","",1);arrFiles[1]=new Array(4,"drill.php","6 Jul 2007","Innovations International","","","Values & History | Staff | Consultants | Clients | Testimonials | Contact Us Innovations excels in providing seminars, content and guidance to organizations seeking to either begin or continue high performance processes. Innovations sees high performance in a larger framework, as indicated by its product line -- Innovations provides products and services in areas such as creativity, teamwork, leadership, diversity and empowerment. The ultimate objective of all of these initiatives is to create a high performance organization in which all employees have the opportunity to reach their full potential. Innovations also emphasizes that employees are simultaneously responsible for taking advantage of the opportunities made available to them. Innovations International was founded in 1985 by Dr. William Guillory to provide seminars and training on organizational issues such as empowerment and diversity. Dr. Guillory has served as a Professor of Chemistry at Howard University in Washington DC, Drexel University in Philadelphia, and the University of Utah in Salt Lake City where he was chairman of the department. The company quickly established a solid customer base among a variety of medium to large sized companies. Taking advantage of its early success, Innovations soon expanded its offerings to include seminars on leadership, creativity and quantum-thinking. In addition, Innovations developed expertise in creating and administering workplace assessments as well as assisting organizations in developing infrastructure to support different initiatives. Innovations looks forward to working with your organization to assist all members of the work force in reaching their full potential. ",5);arrFiles[2]=new Array(6,"index.php","20 Jul 2007","Innovations International","","","Innovations International provides consulting, seminars and surveys to organizations in the areas of leadership, diversity, empowerment, creativity and work life balance. What \'s New? Dr. William Guillory has just written an exciting new book entitled Animal Kingdom - A Diversity Fable. Click here to check out some of the profound excerpts from this moving tale that show, through storytelling, the challenges that differences pose and how to overcome them. Speakers/Seminars To find out more about Dr. Guillory \'s background as a speaker and his upcoming speaking dates click here to view his press kit. You can also see one of Bill \'s more recent speeches by clicking here . ",7);arrFiles[3]=new Array(10,"video.php","26 Jul 2007","Innovations International > Bill Guillory > Video","","","Blog | Podcasts | Video | Speech Abstracts | Author Profile | The Future Perfect Organization This podcast is a workshop facilitated by Dr. Guillory in Acapulco, Mexico at an International Conference on the Exploration of Consciousness. How Spirituality is Changing our World Respected scientist and organizational change agent Dr. William Guillory talks with John English about the true nature of leadership, the dawning age of spirituality in human affairs, the difference between cooperation and collaboration, and other fascinating subjects of vital importance to today \'s world. PART 1 > PART 2 > PART 3 > PART 4 > Animal Kingdom Interview This discussion about Animal Kingdom is an in-depth interview with the San Francisco News Personality Sue Kwon. She brings to life the essential message of this book and its relevance to our world today. LISTEN > ",5);arrFiles[4]=new Array(11,"about_us/clients.php","26 Jul 2007","Innovations International > About Us > Clients","","","Values & History | Staff | Consultants | Clients | Testimonials | Contact Us American Airlines American Express American Stores Amoco Avon Products Apple Computer AT&T Brown & Root, Inc. Chevron Convergys DaimlerChrysler Dow Chemical Eastman Kodak Electronic Data Systems Corp. Federal Reserve Bank Genentech, Inc. GTE Halliburton Energy Services Hewlett Packard Lockheed Martin Loral Communication Mayo Clinic Merck & Company Northrop Grumman Sempra Energy TDIndustries Texas Commerce Bank Texas Instruments U.S. Steel Group ",3);arrFiles[5]=new Array(12,"about_us/consultants.php","26 Jul 2007","Innovations International > About Us > Consultants","","","Values & History | Staff | Consultants | Clients | Testimonials | Contact Us Innovations has worked with many of the world’s leading organizations to assist them with strategic planning, training and surveys in the areas of empowerment, diversity, creativity and leadership. Jannette Bailey Alma Soongi Beck Darrell Butler Adrienne A. Gardner, Ph.D. Shauna M. Graves-Robertson Paul Han Chris Harding Carl Harkrider Scott Horton Wanice LaMoyne Clara Martinez Melanie Miller Jacqueline Oliveira Benjamin Riddle Robert Robinson Shannon Simon Terri Sligh Bradley Wilkinson Miguel Valenciano Warren Woods ",7);arrFiles[6]=new Array(13,"about_us/consult_bailey.php","26 Jul 2007","Innovations International > About Us > Consultants > Bailey","","","Values & History | Staff | Consultants | Clients | Testimonials | Contact Us Jannette Bailey Jannette Bailey Ph.D., MBA is a dynamic international presenter, senior facilitator, keynote speaker, designer, and developer of the transformational change process. Over the past twenty five years, her involvement and expertise has included experiential seminars, keynote speaking, executive coaching, and in-depth strategic planning. She works with an eclectic, comprehensive array of learning and change interventions in order to create stimulating, fun, interactive, comprehensive and respectful learning environments for promoting high-performance. Jannette was the co-founder of Life Management, Inc. for over 15 years. Her responsibilities included facilitation of seminars, logistical coordination of domestic and international seminars; development of training manuals; and marketing materials. During this time, she delivered and created highly structured individual and corporate seminars for transformational learning. Jannette was an international representative for Maggie Sottero, Inc. She handled customer accounts, product fulfillment, advertising, sales, operations, and site inspections for all Canadian customers. In addition, she was a manager for a clothing production factory. Jannette was hired as a business management consultant for a non-profit organization called U Can Learn, Inc. She developed strategic planning, marketing strategies, business plans, financial structures, board development, grant writing, and established the 501 ( C ) 3 status for the organization. She has a Ph.D. in Counseling Psychology, MBA, B.S. in Human Development and Family Studies, Master’s Practitioner of Neurolinguistic Programming, and is trained in Advanced Clinical Hypnotherapy. Her community involvement includes the Board of Directors for The Children’s Center, vice president for The Bireley Charitable Foundation, and U Can Learn, Inc. Board of Directors. Jannette has trained and consulted with Health Care and Fortune 500 companies such as: Keebler/Kelloggs ChevronTexaco Amgen Southwest Airlines Northrop Grumman Moses Cone St. Agnes Hospital Duke University Hospital Dept of Health and Human Services Durham Regional Hospital Raleigh Hospital Merck Pharmaceutical Panasonic Anheuser Bush Intel Genentech Kimberly Clark Alcoa American College of Healthcare Executives Amersports DUMC CT/MRI and Vascular Seminar s ",6);arrFiles[7]=new Array(14,"about_us/consult_beck.php","26 Jul 2007","Innovations International > About Us > Consultants > Beck","","","Values & History | Staff | Consultants | Clients | Testimonials | Contact Us Alma Soongi Beck Alma Soongi Beck is an attorney in San Francisco, California. Upon her graduation from Georgetown University Law Center in 1998, until September 2000, Ms. Beck represented employers on employment and labor law matters with a large national law firm. During her time as an employment attorney, Ms. Beck conducted dozens of trainings on behalf of her law firm in the areas of harassment prevention, EEO (equal employment opportunity) compliance and prevention of disability discrimination. During law school, Ms. Beck also taught Street Law to high school students in San Francisco, for the purpose of conveying to students basic legal survival principles in the areas of criminal, family and landlord-tenant law. Ms. Beck has been actively involved in diversity work since 1990, when she served as a writer, literary editor and, eventually, as editor-in-chief of a student journal for people of color at Yale University. Upon her graduation in 1992 with a degree in Asian American Studies, Ms. Beck worked as a diversity project coordinator for a national non-profit women’s rights organization, and soon afterward, as an in-house trainer and project coordinator in a national service program for young adult leaders committed to public service. Since 1992, Ms. Beck has conducted dozens of diversity and related trainings for organizations throughout the U.S. and the world, including in Russia and Korea. Ms. Beck, who is of Korean heritage, has a particular interest and expertise in Asia, where she worked and lived for several months in 1996 and 1997. Upon her departure from full-time legal practice in September 2000, Ms. Beck has dedicated herself primarily to facilitation of diversity workshops for Innovations International ",5);arrFiles[8]=new Array(15,"about_us/consult_butler.php","26 Jul 2007","Innovations International > About Us > Consultants > Butler","","","Values & History | Staff | Consultants | Clients | Testimonials | Contact Us Darrell Butler Darrell Butler is a senior consultant and facilitator specializing in diversity and organizational evolution. In his most recent role as Director of Work Environment for Merck & Co., Inc. he lead the diversity and work-life initiatives for the sales and marketing division in the U.S., Latin America and Canada. With 10 years of experience at Merck, Mr. Butler is recognized as a leading resource in the field of leveraging diversity and professional development. His direct experience extends beyond the area of human resources to include positions in sales, market research, and sales management where he has managed business teams responsible for over 30 million. Mr. Butler has facilitated diversity training courses to all levels of organizations. He has also motivated audiences through keynote speeches and leadership seminars. Past clients and engagements include: Washington University’s John M. Olin School of Business Cornell University IQPC “Linking Diversity to Leadership” conference Kellogg Institute for Diversity in Health Management Mr. Butler holds a Bachelor’s degree in Animal Physiology and Anatomy from Cornell University and a Masters in Business Administration from the John M. Olin School of Business, Washington University in St. Louis. ",4);arrFiles[9]=new Array(16,"about_us/consult_gardner.php","26 Jul 2007","Innovations International > About Us > Consultants > Gardner","","","Values & History | Staff | Consultants | Clients | Testimonials | Contact Us Adrienne A. Gardner, Ph.D. Adrienne A. Gardner, Ph.D. is a highly motivated self-starter dedicated to helping others realize their true potential. Upon receiving a Bachelor of Arts Degree in Mathematics from Wagner College in Staten Island, New York, Dr. Gardner taught math in a New York City high school for several years. She furthered her education by receiving a Master of Science Degree in Guidance and Counseling from Long Island University in Brooklyn, New York. The Florida State University in Tallahassee, Florida conferred her Doctor of Philosophy Degree in Counseling Psychology and Human Systems. Dr. Gardner is a facilitator for Innovations International. She specializes in career management and personal development. Her areas of expertise include workforce diversity, employee empowerment, managing inclusion, and women in transition. Dr. Gardner has had the opportunity to work with Coach Leatherwear, The Southern Company, Waste Management Technologies, International Business Machines, The Home Depot and Delta Technologies. As a therapist, she works with both young and mature adults in individual and group settings. Group topics have included Team building, Managing stress, Time management, Communicating with ease, Anger management and Valuing differences. Dr. Gardner remains active in the local Athens-Clarke County community. She is a graduate of the Leadership Athens Class of 1999, a contributing writer for Zebra magazine, Past-President of the Athens Area Psychological Association and the Cedar Shoals High School Tip-Off Club. ",5);arrFiles[10]=new Array(17,"about_us/consult_graves-robertson.php","26 Jul 2007","Innovations International > About Us > Consultants > Graves-Robertson","","","Values & History | Staff | Consultants | Clients | Testimonials | Contact Us Shauna M. Graves-Robertson Shauna M. Graves-Robertson is a native of Salt Lake City, Utah, where she currently serves as a Salt Lake County Municipal Judge. She obtained her B.S. in Justice Studies from Arizona State University. She holds a Masters of Public Administration and Juris Doctor degrees from the University of Utah. She has also studied at the American University in Washington, D.C., and has participated in study tours to Great Britain and New Zealand. During and after law school, she worked with agencies such as Utah Legal Services, the Salt Lake Legal Defenders Association, the U.S. Department of the Interior, the Office of the Utah State Attorney General, and the office of attorney Gil Athay. She has also been involved in teaching at the University of Utah and Salt Lake Community College. Ms. Graves-Robertson joined Innovations International, Inc. in the capacity of a seminar presenter, in February 1991 and has worked with a number of organizations including Daimler Chrysler, Diebold, Genentech, Colonial Pipeline, Texas Instruments, Merck & Company and Lockheed Martin. ",4);arrFiles[11]=new Array(18,"about_us/consult_han.php","26 Jul 2007","Innovations International > About Us > Consultants > Han","","","Values & History | Staff | Consultants | Clients | Testimonials | Contact Us Paul Han Paul Han is a consultant and trainer for Innovations and comes from a distinctive background as a former attorney. Paul worked in DeKalb County, Georgia, for three years, first as a prosecutor and then as a public defender. In 1993, Paul switched careers began advising corporate clients on issues of diversity, management structure, policies, procedures and control systems. Some of his clients have included the U.S. Postal Service, the Atlanta Committee for the Olympic Games, Centers for Disease Control and Prevention, the Four Seasons Hotel, AT & T and Alcoa Building Products. Paul received his both his B.A. in Sociology and his J.D. from Indiana University. He is a member of the State Bar of Georgia. ",4);arrFiles[12]=new Array(19,"about_us/consult_harding.php","26 Jul 2007","Innovations International > About Us > Consultants > Harding","","","Values & History | Staff | Consultants | Clients | Testimonials | Contact Us Chris Harding Chris Harding presents Innovations \' courses on Diversity, Empowerment and Creativity. Having most recently worked as the President and General Manager of a worldwide television, home video and record sales and distribution company, Chris \' additional experience includes previously serving as Director of New Product Development and as Western Regional Sales Representative for the company \'s audio cassette manufacturing division. Earlier, he also formed and ran a national all-purpose shipping and transportation sales company. On the creative side Chris \' credits include developing, selling and serving as executive producer on such films as the multi-festival award winner, Disney \'s Summer of the Monkeys, Fox Family \'s Coming Unglued, CBS Television \'s Emmy-award-winning movie The Christmas Box, and the multiple award-winning, City Boy for the Disney Channel and PBS/WonderWorks. Chris has also sold and produced numerous entertainment specials for Walt Disney Television and ABC-TV and has authored two books, the first of which is being released in fall of  \'99 (The Reindeer Boy with Book World Publishing). By studying with numerous teachers and immersing himself in various disciplines and forms of business and creative application, Chris has gained a broad range of direct experience and techniques that assist him and those with whom he works in learning to experience and express their authentic nature in meaningful and productive ways. ",5);arrFiles[13]=new Array(20,"about_us/consult_harkrider.php","26 Jul 2007","Innovations International > About Us > Consultants > Harkrider","","","Values & History | Staff | Consultants | Clients | Testimonials | Contact Us Carl Harkrider Carl Harkrider is a consultant and facilitator for Innovations International. Carl brings a strong consulting background and a deep understanding of corporate America. In 1979, Carl joined Amoco Corporation and worked in 11 different technical, team lead, supervisory and managerial positions in the accounting group. Carl also played key leadership roles in the implementation and roll-out of Amoco \'s: Career Management System Recognition and Rewards Processes Continuous Improvement/Quality/Customer Service Processes Performance Management System Employee Survey and Cultural Audit Processes In 1991 Carl joined Amoco \'s Human Resources department as a Human Resources Consultant. In that role Carl provided guidance and counseling to employees and management on Amoco¹s human resources systems including compensation, performance management, career management, re-locations, benefits, staffing, and development planning. In 1994 Carl became a member of Amoco¹s newly created internal Learning and Consulting organization. Carl focused in the areas of team development, individual performance coaching, career management, rewards systems, diversity, communications, meeting skills, conflict management, financial literacy, supervisory training and development, and multi-rater feedback systems. Carl¹s knowledge, effort, and skills have been acknowledged by his receiving over 20 awards and certificates over the past 10 years. The most significant of these awards was the Chairman¹s Award and the Senior Vice-President, Human Resources Award in 1997 for his role in working with Kaleidoscope, a Diversity Advisory Council. ",5);arrFiles[14]=new Array(21,"about_us/consult_horton.php","26 Jul 2007","Innovations International > About Us > Consultants > Horton","","","Values & History | Staff | Consultants | Clients | Testimonials | Contact Us Scott Horton Scott Horton is a native of Pennsylvania who currently lives in Atlanta, GA. He received his Bachelors degree from James Madison University in human resources management and his Master of Arts degree from The Ohio State University in counseling and higher education administration. He has worked in the field of higher education as a dean and director at four colleges and universities including Texas Christian University and Emory University. Scott specializes in diversity awareness and diversity management. He has consulted and trained with a variety of clients including: The Southern Company H-E-B Grocery Stores Coach Leatherware Central and Southwest Services Washington Hospital Center Coca Cola Bottling Scott has delivered over 300 classes to senior executives, managers and employees at IBM both in the U.S. and Canada. Colleges and universities have also called on Scott to consult and educate on diversity issues. He has presented and facilitated at Depauw University, University of Alabama, Emory University and at national meetings of the Association of Fraternity Advisors, Sigma Alpha Mu, and Sigma Phi Epsilon. ",5);arrFiles[15]=new Array(22,"about_us/consult_lamoyne.php","26 Jul 2007","Innovations International > About Us > Consultants > Lamoyne","","","Values & History | Staff | Consultants | Clients | Testimonials | Contact Us Wanice LaMoyne When it comes to multicultural communication, Wanice LaMoyne is a natural. Born to a Japanese mother and an American father, it’s more than just her career — it’s been her life experience. Wanice’s education in cross-cultural communications began at an early age. Growing up in Tokyo, Japan, she quickly learned to navigate through both of her inherent cultures. She continued her cross-cultural learning when she moved to the United States at the age of nine. Wanice returned to Japan for a year during college and then went on to receive her degree in communications from Southern Methodist University in Dallas, Texas. Since 1995, Wanice has worked with a variety of companies in assisting their workforce to become more multiculturally savvy. She has worked with IBM, Mastercard, Sony, Honeywell, Alaska Airlines, Charles Schwab, Franklin Templeton, A.G. Edwards, Wisconsin Electric, Enron, Southwestern Bell, Atlantic Richfield Company and First Interstate Bank. In 1998, Wanice was in Tokyo, Japan presenting Merrill Lynch Securities’ diversity and sexual harrassment policies to their Japanese staff of nearly 2,000. Wanice has worked with students as well, facilitating the L.A. Unified School District’s Student Symposium on Diversity. From 1992-1994, she was the Director of the International Center of MultiCultural Communication, a training and resource center for multicultural living. As Director, she managed the day-to-day activities of the Center, as well as designing and facilitating ICMCC’s workshop on appreciating cultures. “CultureQuest” was open to the public, and employees and managers of American Honda, the L.A. Unified School District, Walt Disney, CBS, the International Visitors Council of L.A., Saatchi & Saatchi Advertising, UCLA and other organizations were participants. Wanice brought her creative vision to the Center’s activities by instituting such things as “cultural field trips,” popular monthly outings into the diverse communities of Los Angeles, to further educate Culture Quest graduates. Before becoming a diversity consultant, Wanice had an on-air career. She was the Pacific Rim Editor and reporter for KBLA Radio, all business news radio. She wrote and produced the “Pacific Rim Report,” a feature focusing on Southern California companies doing business in the Pacific Rim. Wanice began her on-air career at KSCI, Channel 18, doing Japanese and English voice-overs. Drawing on her understanding of Japanese culture, she also consulted for the station, helping to develop programming for Japanese audiences. Wanice also consulted for other clients, including the Japan Business Association, Japan America Society and the Phoenix International Trade Office. Wanice is also a licensed spiritual counselor and has a private practice in Los Angeles, California. She is currently studying towards her Master of Arts in Consciousness degree at Holmes Institute in L.A. To further enrich her multicultural learning, she travels the world. So far she’s been to Aruba, Australia, Canada, France, Germany, Hong Kong, India, Indonesia, Ireland, Malaysia, Mexico, Nepal, Scotland, Singapore and Thailand, as well as traveling regularly to Japan. Wanice also enjoys Japanese tea ceremony and yoga. ",7);arrFiles[16]=new Array(23,"about_us/consult_martinez.php","26 Jul 2007","Innovations International > About Us > Consultants > Martinez","","","Values & History | Staff | Consultants | Clients | Testimonials | Contact Us Clara Martinez, MA Clara has worked for Innovations International Facilitator/Consultant since 1999. Prior to that she operated a private consulting practice in Orlando, Florida for 10 years. In her practice, she has facilitated specialized programs and sessions for corporations such as AT&T and Lockheed-Martin. She designed and delivered “Mastering your emotions the Key to Personal Balance” components of the corporate values for Disney University. This experience taught her to facitate deep group process to establish real dialogue and promote trust. Originally from Colombia, S.A. Now a U.S Citizen, she has lived most of her adult life in the US and Europe. She has traveled the world back to Europe, Mexico, Brazil, India and Indonesia broadening her understanding of people and human dynamics. She has been privileged to return to companies such as AT&T, Lockheed Martin, IBM, Unilever, Detroit Edison, Becton Dickinson and Merck to support their training initiatives. She has also received exceptional reviews from State Farm, Northrop Grumman, Fannie Mae, Ford and Sun Chemical, Omniplex, Bell and Howell, Dell Computers, and Marriott Hotels. ",4);arrFiles[17]=new Array(24,"about_us/consult_miller.php","26 Jul 2007","Innovations International > About Us > Consultants > Miller","","","Values & History | Staff | Consultants | Clients | Testimonials | Contact Us Melanie Miller Melanie Miller is a contributor in the field of Diversity. For over seven years, Melanie she has been strategic in implementing course structure surrounding the arenas of Diversity, Managing and Leveraging Diversity, Valuing Differences, and Managing Work Performance. She is successful in linking persuasive human relations skills with sound business practices. As a senior facilitator, she has led training sessions, provided consulting, and conducted cultural audits and needs assessments throughout North America. She has consistently received extraordinary reviews and outstanding evaluations for the 600 workshops she has facilitated. In conjunction with Managing Diversity, Melanie has also been instrumental incorporating the training of Managing/Leveraging Diversity, Communication, Organizational Change, Customer Service, Inclusive Leadership, Conflict Resolution, Team Building, Sexual Harassment, Civil Treatment in the Workplace, and Leadership Development. She has consulted and trained with a variety of clients including: Coca-Cola USA AT&T Miller Brewing Company Worldspan Levi Strauss Lotus Development Company Metropolitan Insurance IBM Prudential Bank Melanie \'s community involvement includes The March of Dimes, The United Way, The Atlanta Chamber of Commerce, The Better Business Bureau, and AID Atlanta. She also works with Kennesaw State University on multicultural and tolerances issues within the text Current Issues and Enduring Questions . ",5);arrFiles[18]=new Array(25,"about_us/consult_oliveira.php","26 Jul 2007","Innovations International > About Us > Consultants > Oliveira","","","Values & History | Staff | Consultants | Clients | Testimonials | Contact Us Jacqueline Oliveira Jacqueline Oliveira has 15 years of national and international experience in the diversity and intercultural fields. In the field of diversity, she has worked with Fortune 500 companies, nonprofit corporations, and sole practitioners, coaching and facilitating diversity seminars and workshops. As an interculturalist, she has coached, trained and facilitated countless intercultural negotiations, meetings, project management teams, mediations, and one-on-one trainings. Through customization of material to meet the specific needs of each client, both her diversity and intercultural work focus on gaining and building upon an understanding of personal motivators as they are influenced by cultural diversity (international, national, regional, or individual.) Delivery of material is via face-to-face, webinar, and web-X forums. Prior to her work in the diversity and intercultural fields, Jacqueline was a legal researcher. She uses the skills developed in her legal work as a researcher and developer of intercultural and diversity training programs for various companies. Jacqueline is Adjunct Faculty at Antioch University, teaching courses in intercultural management, diversity, and the integration of management theory in the workplace. She received her Bachelor of Arts degree from the University of California, Santa Barbara, and her Masters of Arts degree from The School for International Training. She has been a presenter and guest speaker at numerous national and international conventions. A few of the companies that Jacqueline has served are: Alcoa, Inc. Brookfield Homes, Inc. Informatica Intel Corporation Openwave Systems, Inc. PepsiCo Sony Pictures Entertainment Volkswagen of America Xilinx ",5);arrFiles[19]=new Array(26,"about_us/consult_robinson.php","26 Jul 2007","Innovations International > About Us > Consultants > Robinson","","","Values & History | Staff | Consultants | Clients | Testimonials | Contact Us Robert S. Robinson Robert S. Robinson has been active for 19 years as an educator, consultant, and facilitator to corporate America in the areas of managing diversity, persuasive writing, and critical thinking. Mr. Robinson, in 1998, received National Diversity Trainer certification in the areas of Diversity Awareness, The Diversity Imperative, and Diversity Works. Robert was selected as a Diversiteam member for the Cobb County School System where his role was to facilitate diversity awareness and training to over 100 schools within one of Georgia \'s top school systems. A partial listing of clients served by Robert include the United States Postal Service, Southern Association of Colleges and Schools, Monsanto Corporation, Dow, Merck Co., Inc., and Kellogg USA. Mr. Robinson earned his Master of Communication from Georgia State University in 1987 and his Master of English Education Certificate from Kennesaw State University in 1990. He received his Bachelor of Science in Education from Jacksonville State University in Alabama in 1982. ",4);arrFiles[20]=new Array(27,"about_us/consult_simon.php","26 Jul 2007","Innovations International > About Us > Consultants > Simon","","","Values & History | Staff | Consultants | Clients | Testimonials | Contact Us Shannon Simon Shannon Simon is a consultant and trainer with Innovations International on topics of diversity and empowerment. Shannon received her B.S. in economics from the University of Pennsylvania , and upon graduation began a career at Merck & Co. as an accountant. Desiring greater interaction with people, Shannon joined the Merck Sales Force as a professional representative in Bergen County, NJ. After three successful years, she was promoted to the training and development department as a training coordinator responsible for training sales representatives throughout the U.S. Shannon then moved into the role of professional development trainer, focusing more on customized regional programs and professional growth. Shannon has presented seminars on diversity, empowerment and sales to many different organizations including Merck & Co., Urban Technologies Inc., and Unlimited Potential Inc. ",4);arrFiles[21]=new Array(28,"about_us/consult_sligh.php","26 Jul 2007","Innovations International > About Us > Consultants > Sligh","","","Values & History | Staff | Consultants | Clients | Testimonials | Contact Us Terri Sligh Terri Sligh is the president of Success by Design, Inc . an organization development consulting firm based in Los Gatos, California. She is no stranger to human resource development and organizational change. Success by Design has a proven track record of engineering solutions for clients across several industries. The company has customized interventions for Fortune 500 firms and professional associations for over 10 years. Terri is a recognized luminary in the fields of diversity and organizational change and has been a featured keynote presenter at numerous national and regional conferences. Success by Design \'s hallmark is establishing long-term productive relationships with clients, which lead to high-performing organizations. Prior to starting her own firm, Terri was the manager for Workforce Diversity for Lockheed Martin Corporation, where she developed the blueprint for diversity initiatives. Her accomplishments in the field have been emulated by other companies and earned her Lockheed best in class distinction. Terri has had the privilege of partnering with industry giants such as IBM, Applied Materials, Levi Strauss & Company, The Boeing Company, Seagram Company Ltd., and Adecco. Her consulting expertise has also helped to shape the strategic diversity direction for several other entities in the government, academic and not for profit arenas. Clients in this area have included the Central Intelligence Agency, Stanford University, UCLA, the Center for Creative Leadership, and the YMCA. Terri has a BA from Pepperdine University and a Masters in Organizational Development from Golden Gate University. She is currently on the faculty for San Francisco State University and has been certified as a member facilitator by several national firms to deliver their courses. ",5);arrFiles[22]=new Array(30,"about_us/consult_valenciano.php","26 Jul 2007","Innovations International > About Us > Consultants > Valenciano","","","Values & History | Staff | Consultants | Clients | Testimonials | Contact Us Miguel Valenciano Miguel Valencianoreceived his Master of Arts in Education from the University of Oregon and his Bachelor of Arts in Letters from the University of Costa Rica. He is recognized nationally and internationally for his extensive work in the area of corporate training. He is a dynamic and energetic facilitator and trainer who has successfully worked with both the private and the public sectors in addressing management and leadership issues for the past eleven years. Miguel has developed and facilitated modules on several contents, including, diversity as a business imperative, workplace climate assessment, leadership for managers, supervisory skills, developing learning organizations, communication, conflict resolution, change process, inclusive leadership, total quality management, and sexual harassment. Miguel is certified as a master facilitator for the national IBM diversity project and Prism International. Miguel has facilitated hundreds of workshops and trainings in the United States, Latin America, Micronesia, and Canada. Some of his previous and current clients include: Nestlé US Postal Service Dow Chemical Swinerton Inc. Intel Merck & Co. Amgen Genentech Anheuser Busch Miguel is bilingual in English and Spanish, and is also versed in Italian. ",5);arrFiles[23]=new Array(31,"about_us/consult_wilkinson.php","26 Jul 2007","Innovations International > About Us > Consultants > Wilkinson","","","Values & History | Staff | Consultants | Clients | Testimonials | Contact Us Bradley Wilkinson Skilled presenter, facilitator and instructional designer, Brad gets his energy from people development. He describes his focus as organizational renewal through diversity and human spirit. He particularly enjoys working with organizations to create environments that fully tap the potential and skill of all resources. Brad has designed and facilitated training and education sessions for both client groups and public seminar audiences. Brad has hands-on experience using a variety of learning methodologies including experiential workshop design, multimedia training and video-based instruction. Through his relationship with management consulting firms across the United States and Asia Pacific, he has consulted and trained with a variety of clients including: Mobile Oil IBM Capital One AT&T Bayer TransUnion United Airlines Hewlett Packard Arthritis Foundation United States Gypsum Hallmark Coca-Cola Enterprises United State Postal Service American Cancer Society Brad also enjoys teaching having served as Associate Instructor at Keller Graduate School of Management and as part-time faculty at Georgia State University. While at Georgia State he successfully piloted the first undergraduate course in managing diversity for the W.T. Beebe Institute of Personnel and Employment Relations. ",5);arrFiles[24]=new Array(32,"about_us/consult_woods.php","26 Jul 2007","Innovations International > About Us > Consultants > Woods","","","Values & History | Staff | Consultants | Clients | Testimonials | Contact Us Warren Woods Warren Woods is a senior facilitator and consultant with Innovations International. He has a thirty-year career in management, marketing, sales, and training. Mr. Woods background includes extensive experience in corporate organizations, including fifteen years as a corporate president. Mr. Woods has presented over 1,000 seminars to more than 350 corporations throughout North America as well as the United States Military Services. He is a leading trainer in the field of personal effectiveness, diversity, and empowerment. Warren has served as a Senior Training Consultant for one of the world \'s largest time management companies. A partial list of organizations Mr. Woods has served includes: American Brands Bristol Myers Eastman Kodak Hewlett Packard Iomega Bechtel Corporation Kidder Marriott Corporation Peabody Bell Canada Showtime Networks, Inc. Squibb Walt Disney World Westinghouse Electric Warren Woods is a professional member of the National Speakers Association and the American Society for Training and Development. ",5);arrFiles[25]=new Array(33,"about_us/contact_us.php","26 Jul 2007","Innovations International > About Us > Contact Us","","","Values & History | Staff | Consultants | Clients | Testimonials | Contact Us If you would like to contact us directly, Regarding seminars, surveys or consulting please call 415-401-8783 or send an e-mail to . Regarding book orders or CD-ROM orders please call 800-487-3354 or send an e-mail to our . For all other inquiries, you can contact our corporate offices at: Innovations International The Towers at 45th 310 East 4500 South, Suite 420 Salt Lake City, UT 84107 Ph: 801-268-3313 Fx: 801-268-3422 E-Mail: dguillory@qwest.net ",6);arrFiles[26]=new Array(34,"about_us/history.php","26 Jul 2007","Innovations International > About Us > Values & History","","","Values & History | Staff | Consultants | Clients | Testimonials | Contact Us Innovations excels in providing seminars, content and guidance to organizations seeking to either begin or continue high performance processes. Innovations sees high performance in a larger framework, as indicated by its product line -- Innovations provides products and services in areas such as creativity, teamwork, leadership, diversity and empowerment. The ultimate objective of all of these initiatives is to create a high performance organization in which all employees have the opportunity to reach their full potential. Innovations also emphasizes that employees are simultaneously responsible for taking advantage of the opportunities made available to them. Innovations International was founded in 1985 by Dr. William Guillory to provide seminars and training on organizational issues such as empowerment and diversity. Dr. Guillory has served as a Professor of Chemistry at Howard University in Washington DC, Drexel University in Philadelphia, and the University of Utah in Salt Lake City where he was chairman of the department. The company quickly established a solid customer base among a variety of medium to large sized companies. Taking advantage of its early success, Innovations soon expanded its offerings to include seminars on leadership, creativity and quantum-thinking. In addition, Innovations developed expertise in creating and administering workplace assessments as well as assisting organizations in developing infrastructure to support different initiatives. Innovations looks forward to working with your organization to assist all members of the work force in reaching their full potential. ",5);arrFiles[27]=new Array(35,"about_us/staff.php","26 Jul 2007","Innovations International > About Us > Staff","","","Values & History | Staff | Consultants | Clients | Testimonials | Contact Us Bios serves as President and General Counsel. Prior to working with Innovations, Mr. Guillory was a corporate and securities associate at Pillsbury Madison & Sutro LLP, and remains a member of the California Bar. He received his J.D. from Harvard Law School and his B.A. in international relations from Stanford University. In addition, Mr. Guillory studied international law at the Université de Paris I - Panthéon Sorbonne. He is fluent in French and conversant in German. Daniel delivers classroom training for Innovations International on topics such as leadership, diversity and empowerment for many different corporations and non-profits including the YMCA, Merck & Co, and Anheuser-Busch. attended college in Salt Lake City, Utah. Major areas of responsibility are financial reporting and contract management. Duties also include seminar coordinator for both client and facilitators, which includes generation of customized course materials, course logistics, and facilitator travel arrangement. produces customized seminar and course materials for Innovations. Emily received an A.A. degree from University of Maryland-European Division in Mannheim, Germany in 1998. She moved to Utah in 1998 to continue her undergraduate studies at Westminster College in Salt Lake City. She received a B.A. in Communications in 2000 and a Master of Professional Communication in 2006. Before joining the Innovations team in September 2005, she worked as a contract and freelance writer/designer/editor for businesses in and outside of Utah. In her free time, Emily enjoys skiing, kayaking, and photography. serves as an assistant to Dr. Guillory and participates in Innovations \' sales and marketing efforts. Teri attended Brigham Young University majoring in Public Relations. She was an elementary school teacher for 8 years in Salt Lake City, and has lived and traveled extensively in the Middle East and the South Pacific. ",10);arrFiles[28]=new Array(36,"about_us/testimonials.php","26 Jul 2007","Innovations International > About Us > Testimonials","","","Values & History | Staff | Consultants | Clients | Testimonials | Contact Us Innovations International has been a prime consultant to Sempra Energy and its family of companies over the past five years. They have repeatedly proven themselves to be a highly skilled and knowledgeable support team on a wide variety of  \'people \' issues – helping to keep Sempra Energy on the forefront of diversity management. Berlinda Jamerson Director of Diversity Sempra Energy The success that we \'ve had in implementing Innovation \'s diversity training programs is directly related to their unique connection of leveraging diversity and personal empowerment. No other training programs were identified that matched their unique approach and comprehensive coverage of diversity leadership skill building. The response from participants has been outstanding, with an average 95% recommendation rate. Darrell Butler Associate Director, Diversity & Work Life Merck & Co. Innovations International has been a critical resource to TDIndustries for over 5 years. They have helped us see, and move toward, performance possibilities that were outside our normal field of vision. They have contributed significantly to our becoming a much higher performing organization. Jack Lowe President & CEO TDIndustries ",4);arrFiles[29]=new Array(37,"content/about.html","9 Jul 2007","About ICI","","","Contents: About Innovations Leadership Staff Consultants History Clients Philosophy About Innovations International Innovations International is composed of an excellent staff, experienced consultants, a dedicated group of customers, a rich history, a strong philosophy that underpins all of our activities. Leadership of Innovations International Leadership Dr. William A. Guillory is the CEO and Founder of Innovations Consulting International, Inc. He has presented over 3,500 seminars throughout corporate America, Europe, Mexico, and Canada. He has facilitated seminars for over 150 corporations, including Diversity, Empowerment, Creativity and Innovation, and Leadership programs for the senior management of American Airlines, Brown & Root, DaimlerChrysler Corporation, Convergys, Merck & Company, Lockheed Martin Corporation, Northrop Grumman Corporation, Sempra Energy, and Texas Instruments. Dr. Guillory is an authority on diversity, empowerment, creativity and leadership. He is the author of the cutting edge book The Living Organization‹Spirituality in the Workplace. In addition, he has authored two books on personal transformation, Realizations and It \'s All an Illusion, and is the co-author of a management book entitled EMPOWERMENT For High Performing Organizations. He is also a member of NTL (National Training Laboratory). His distinguished awards and appointments include an Alfred P. Sloan Fellowship, an Alexander von Humboldt appointment at the University of Frankfurt, a Ralph Metcalf Chair at Marquette University, and the Chancellor \'s Distinguished Lectureship at the University of California at Berkeley. He has been a keynote speaker for national and international organizations including The International Chapter of the Society for Human Resource Management and The Institute for Management Studies, and has been a regular speaker at conferences for the Society for Human Resources Management. Dr. Guillory facilitates seminars on the following topics: Diversity -A Global Perspective; Valuing and Managing Diversity; Empowerment; Creativity and Innovation; Qualities of Leadership; and Quantum-Thinking. Prior to founding Innovations, Dr. Guillory was a physical chemist of international renown. He has lived, studied, and lectured in England, France, Germany, Japan, Switzerland, Poland, and China. He is the author of over one hundred publications and several books on the application of lasers in chemistry and was Chairman of the Department of Chemistry at the University of Utah. Dr. Guillory founded Innovations in 1985 following a period of intense personal growth, which led to a career change to individual and organizational transformation. Innovations Staff BIOGRAPHY Daniel S. Guillory, Esq. serves as Vice President of New Business Development and General Counsel. Prior to working with Innovations, Mr. Guillory was a corporate and securities associate at Pillsbury Madison & Sutro LLP, and remains a member of the California Bar. He received his J.D. from Harvard Law School and his B.A. in international relations from Stanford University. In addition, Mr. Guillory studied international law at the Université de Paris I - Panthéon Sorbonne. He is fluent in French and conversant in German. Heidi McKeever Katie Clark Tatiana Bagge Thomas ???? Consultants Shauna M. Graves-Robertson Stephen Guy Michael Bell Jo Ann Romero Mercedes Martin Warren Woods Mike Vonada Scott Horton A. Renee Yuengling Mary Gordon Miguel Valenciano Carl Harkrider Shauna M. Graves-Robertson is a native of Salt Lake City, Utah, where she currently serves as a Salt Lake County Municipal Judge. She obtained her B.S. in Justice Studies from Arizona State University. She holds a Masters of Public Administration and Juris Doctor degrees from the University of Utah. She has also studied at the American University in Washington, D.C., and has participated in study tours to Great Britain and New Zealand. During and after law school, she worked with agencies such as Utah Legal Services, the Salt Lake Legal Defenders Association, the U.S. Department of the Interior, the Office of the Utah State Attorney General, and the office of attorney Gil Athay. She has also been involved in teaching at the University of Utah and Salt Lake Community College. Ms. Graves-Robertson joined Innovations International, Inc. in the capacity of a seminar presenter, in February 1991 and has worked with a number of organizations including Daimler Chrysler, Diebold, Genentech, Colonial Pipeline, Texas Instruments, Merck & Company and Lockheed Martin. Stephen Guy is an accomplished trainer, consultant, and facilitator with Innovations International. Mr. Guy specializes in critical variables of organizational learning while providing conceptual and personal assistance to individuals. Stephen assists client organizations with training on topics that include diversity, team building, conflict management, leadership, and sexual harassment. He also provides consulting services that include coaching, focus groups, mediation, organizational assessments, and organizational transformation. With over 15 years of professional training and consulting experience, Mr. Guy \'s list of clients served include: Boeing Seattle Children \'s Hospital FMC Corporation Ritz Carlton United Airlines Four Seasons U.S. Public health Service Stateof Washington Mr. Guy earned his bachelor of Liberal Studies Degree in Business and Art from the University of Iowa. His post degree studies include programs at the Western Arts Management Institute and the Intercultural Communications Institute. Stephen has worked with a number of organizations including The Boeing Company, Convergys, DaimlerChrysler, Merck & Co., Seattle Children¹s Hostpital, The Ritz Carlton, The State of Washington and United Airlines. Michael Bell is a senior facilitator and consultant with Innovations International specializing in business assessment and change implementation strategies. His work considers the complexities of the challenging role of leadership, the changing and often competing demands of customers, and the need for creative structures and work redesign. Michael has created and facilitated training programs in the areas of team building, diversity, multicultural awareness, conflict resolution, group process, leadership and strategic planning both for profit and non-profit organizations. Michael \'s interest is in fostering environments and communities where personal mastery, a value for learning and authentic communication are normative practices among individuals, resulting in powerful, collaborative outcomes. He has over 15 years of professional training and consulting experience. A partial list of clients served include: Bechtel Sheraton Hotels Davies Medical Center Oakland City Convergys Merck & Co. Western Management DaimlerChrysler Mr. Bell attended Cornell University for his undergraduate studies in business and clinical psychology, and studied Human Resources Management and Compensation & Benefits planning at the Haas School of Business. Jo Ann Romero is a nationally recognized organizational consultant and trainer. For the past 20 years, Jo Ann has assisted a variety of firms and clients achieve success in providing practical approaches for development, reinforcement, and implementation of strategy, developing alliances and partnerships, and fostering a creative and productive work force. For the past 10 years she has been an OD practitioner in the nuclear, environmental and energy, defense, and human resource industries. During that time she designed and led numerous major system improvements. Jo Ann has assisted a variety of firms and clients in setting direction and focus, develop and sustain teams, formulate and implement change, and create and implement systematic approaches for executive development. Jo Ann is a recipient of numerous awards and citations for her work particularly for her client focus, innovation, and creativity. She has also been acknowledged for leading improvements in the areas of strategy and corporate alignment, 360 degree assessment, systematic and cost-effective approaches for training, linking various human resource processes to business needs, and streamlining numerous operations activities. She enjoys a reputation for providing business-relevant, practical approaches to her work and was recently awarded the RGMPC 1997 Minority Supplier of the Year. Jo Ann holds a BA and MBA; certifications in Organization Development and Advanced Human Resources Management from Columbia University; and 120 postgraduate hours in Advanced Instructional Design and Adult Learning Methodology. Mercedes Martin is a nationally recognized organizational consultant and trainer. For the past 10 years, Mercedes has helped senior managers and multi-level teams design and implement strategies and systems which build high performing diverse organizations. Mercedes \' mission is to co-create and move organizations toward their desired future by building inclusive workplaces which enables each employee to contribute to organizational goals while honoring their human spirit. Total Quality Management (TQM), participatory learning, systems thinking, and continuous improvement characterize her approach. Mercedes is a frequent speaker on Diversity in the Workforce, Multicultural Work Teams, and Cross-Cultural Communications. Her results have achieved high praise from clients such as: Kaiser Permanente-Vallejo DaimlerChrysler IBM Womens Funding Network U.S. Air Force Regency Health Services Hewlett Packard Sears Bayer Pharmaceutical Merck & Co. U.C. Berkeley United Artists Presenters As a Black-Latina she is a native Spanish speaker and has conducted seminars in Spanish and on bi-cultural issues. Mercedes received her B.S. in Transcultural Nursing from the University of Miami, Florida and a Masters degree in Administration from the University of San Francisco, California and is currently pursuing a doctoral degree in Organizational Development. Warren Woods is a senior facilitator and consultant with Innovations International. He has a thirty-year career in management, marketing, sales, and training. Mr. Woods background includes extensive experience in corporate organizations, including fifteen years as a corporate president. Mr. Woods has presented over 1,000 seminars to more than 350 corporations throughout North America as well as the United States Military Services. He is a leading trainer in the field of personal effectiveness, diversity, and empowerment. Warren has served as a Senior Training Consultant for one of the world \'s largest time management companies. A partial list of organizations Mr. Woods has served includes: American Brands Iomega Bechtel Corporation Kidder Peabody Bell Canada Marriott Corporation Bristol Myers Squibb Showtime Networks, Inc. Eastman Kodak Walt Disney World Hewlett Packard Westinghouse Electric Warren Woods is a professional member of the National Speakers Association and the American Society for Training and Development. Mike Vonada is a senior facilitator and consultant with Innovations International. He specializes in organizational assessments and implementation of successful cultural change strategies. Mike focuses on all levels of the organization to create a deeper understanding of the complexities and dynamics of how culture impacts productivity. Mike has developed and facilitated programs in high performance leadership, team building, diversity, communication, accelerated change processes and conflict management. Mike has a Bachelors Degree in management with major focus on systems management. His masters Degree is in Public Administration with an emphasis on Organizational Phenomenology relating to the change process of organizational cultures. He has spoken nationally and internationally on issues effecting leadership in a rapidly changing world. He teaches a highly rated leadership course at the University of California, in Riverside California. He has been training and consulting for over nineteen years. Mike has several years of experience, ranging from organizing and running unions to holding top level management positions in organizations. Through his educational background and practical experience he brings a deeper understanding of the dynamics of organizations. For the last fourteen years he has focused on how organizations can fundamentally increase organizational success and productivity through the empowerment of increasingly diverse workforces. Scott Horton is a native of Pennsylvania who currently lives in Atlanta, GA. He received his Bachelors degree from James Madison University in human resources management and his Master of Arts degree from The Ohio State University in counseling and higher education administration. He has worked in the field of higher education as a dean and director at four colleges and universities including Texas Christian University and Emory University. Scott specializes in diversity awareness and diversity management. He has consulted and trained with a variety of clients including: The Southern Company H-E-B Grocery Stores Coach Leatherware Central and Southwest Services Washington Hospital Center Coca Cola Bottling Scott has delivered over 300 classes to senior executives, managers and employees at IBM both in the U.S. and Canada. Colleges and universities have also called on Scott to consult and educate on diversity issues. He has presented and facilitated at Depauw University, University of Alabama, Emory University and at national meetings of the Association of Fraternity Advisors, Sigma Alpha Mu, and Sigma Phi Epsilon. A. Renee Yuengling is an executive diversity consultant with a broad range of corporate and academic experience. She consults with organizations on all aspects of workplace diversity as it influences leadership skills, strategic planning, conflict facilitation, global diversity initiatives and international training. She has developed and led training sessions on managing diversity both within the U.S. and internationally, cross-cultural communications, creating inclusive work environments, and working on multi-cultural teams. Her current work in the area of diversity is based on her 16 years of corporate experience in international finance working with Citibank, Bank of America, and their multi-national clients. She holds an M.B.A. in International Finance and has served as adjunct professor of International Finance at Germany \'s European Business School, and on the Business Faculty of the University of Maryland \'s European Division. She has lived and worked overseas for a number of years, and is fluent in French and German. Renee is a frequent speaker on the topics of diversity, leadership, and cross-cultural communication. Mary Gordon is a consultant and presenter of Innovations International diversity programs. Mary has delivered programs in a number of different areas including diversity, time management, personal development and sales training. In addition, she has done extensive work with women in the area of self-esteem and is the author of the audio tape series, Woman to Woman. Mary has consulted with a number of organizations including, but not limited to: IBM Arco Chemical U.S. Postal Service General Electric Arthur Andersen Mary has a strong training background and has been certified in programs by a number different organizations including Innovations International, IBM, 21st Century Consulting, The Forum Corporation, Brian Tracy Learning Systems, Carlson Learning, Performance Systems International and Dale Carnegie. Miguel Valenciano received his Master of Arts in Education from the University of Oregon and his Bachelor of Arts in Letters from the University of Costa Rica. He is recognized nationally and internationally for his extensive work in the area of corporate training. He is a dynamic and energetic facilitator and trainer who has successfully worked with both the private and the public sectors in addressing management and leadership issues for the past eleven years. Miguel has developed and facilitated modules on several contents, including, diversity as a business imperative, workplace climate assessment, leadership for managers, supervisory skills, developing learning organizations, communication, conflict resolution, change process, inclusive leadership, total quality management, and sexual harassment. Miguel is certified as a master facilitator for the national IBM diversity project and Prism International. Miguel has facilitated hundreds of workshops and trainings in the United States, Latin America, Micronesia, and Canada. Some of his previous and current clients include Nestlé, IBM, US Postal Service, Alaska Airlines, 21 Century Consultants, Franklin Templeton, Swinerton Inc., Intel, First Interstate Bank, Oregon Food Products, and Oregon District Attorneys Association. changes and to reap the benefits of a diverse workforce. Miguel is bilingual in English and Spanish, and is also versed in Italian. Carl Harkrider is a consultant and facilitator for Innovations International. Carl brings a strong consulting background and a deep understanding of corporate America. In 1979, Carl joined Amoco Corporation and worked in 11 different technical, team lead, supervisory and managerial positions in the accounting group. Carl also played key leadership roles in the implementation and roll-out of: Amoco Career Management System Recognition and Rewards Processes Continuous Improvement/Quality/Customer Service Processes Amoco Performance Management System Employee Survey and Cultural Audit Processes In 1991 Carl joined Amoco¹s Human Resources department as a Human Resources Consultant. In that role Carl provided guidance and counseling to employees and management on Amoco¹s human resources systems including compensation, performance management, career management, re-locations, benefits, staffing, and development planning. In 1994 Carl became a member of Amoco¹s newly created internal Learning and Consulting organization. Carl focused in the areas of team development, individual performance coaching, career management, rewards systems, diversity, communications, meeting skills, conflict management, financial literacy, supervisory training and development, and multi-rater feedback systems. Carl¹s knowledge, effort, and skills have been acknowledged by his receiving over 20 awards and certificates over the past 10 years. The most significant of these awards was the Chairman¹s Award and the Senior Vice-President, Human Resources Award in 1997 for his role in working with Kaleidoscope, a Diversity Advisory Council. Innovations International History Innovations excels in providing seminars, content and guidance to organizations seeking to either begin or continue high performance processes. Innovations sees high performance in a large framework, as indicated by its product line‹Innovations provides products and services in areas such as creativity, teamwork, leadership, diversity and empowerment. The ultimate objective of all of these initiatives is to create a high performance organization in which all employees have the opportunity to reach their full potential. Innovations also emphasizes that employees are simultaneously responsible for taking advantage of the opportunities made available to them. Innovations International was founded in 1985 by Dr. William Guillory to provide seminars and training on organizational issues such as empowerment and diversity. Dr. Guillory has served as a Professor of Chemistry at Howard University in Washington DC, Drexel University in Philadelphia, and the University of Utah in Salt Lake City where he was chairman of the department. The company quickly established a solid customer base among a variety of medium to large sized companies. Taking advantage of its early success, Innovations soon expanded its offerings to include seminars on leadership, creativity and quantum-thinking. In addition, Innovations developed expertise in creating and administering workplace assessments as well as assisting organizations in developing infrastructure to support different initiatives. Innovations looks forward to working with your organization to assist all members of the work force in reaching their full potential. INNOVATIONS INTERNATIONAL, INC. SELECTED CLIENT LIST Apple Computer American Airlines American Express American Stores AT&T Amoco Avon Products Brown & Root, Inc. Chevron Convergys DaimlerChrysler Dow Chemical Eastman Kodak ENSERCH Electronic Data Systems Corp. Federal Reserve Bank Genentech, Inc. GTE Halliburton Energy Services Hewlett Packard Lockheed Martin Loral Communication Mayo Clinic Merck & Company Northrop Grumman Sempra Energy Solutia TDIndustries Texas Commerce Bank Texas Instruments U.S. Steel Group Vision, Values and the Innovations Advantage Innovations International¹s Vision: To be the global leader in disseminating transformational technologies. Core Values: People Service Integrity Diversity Empowerment Excellence The Innovations Advantage Experience‹We have over 15 years of experience working with Fortune 500 companies in the area of organizational transformation; particularly focusing on High Performance, Diversity, Leadership, Creativity and Quantum Thinking. Comprehensiveness‹We realize that fundamental change requires a long term commitment and a comprehensive approach. As result, we assist customers with their learning processes through traditional stand-up seminars, train the trainer programs, and computer assisted learning (CAL). Customization‹We realize that every client is unique in style, needs, and culture. As a result, we design each of our services in conjunction with our clients according to their specifications. Quality‹We take pride in our products and services, our commitment to excellence in everything we do, and our critical attention to detail. At Innovations, quality is an institutionalized way of thinking and doing. Service‹The essence of service is captured by our Service Covenant; We promise to continuously exceed your expectations by providing you extraordinary service from our entire Innovations staff. Customer Satisfaction‹We have received repeat business from more than 85% of our previous clients in the past 12 years. We have learned much from them and embrace them as our most cherished teachers. Innovation‹We offer education and learning technology involving computer-assisted interactive multimedia learning in the areas of empowerment and diversity. ",24);arrFiles[30]=new Array(38,"content/about_ici.doc","9 Jul 2007","about_ici","","","  About Innovations International  Innovations International is composed of an excellent staff, experienced  consultants, a dedicated group of customers, a rich history, a strong  philosophy that underpins all of our activities.  Leadership of Innovations International  Dr. William A. Guillory is the CEO and  Founder  of  Innovations  Consulting  International,  Inc. He  has  presented  over  3,500  seminars  throughout  corporate America, Europe, Mexico, and Canada.  He has facilitated  seminars  for over 150 corporations, including Diversity, Empowerment, Creativity  and  Innovation, and Leadership programs for the senior  management  of  American  Airlines, Brown & Root,  DaimlerChrysler  Corporation,  Convergys,  Merck  &  Company, Lockheed Martin Corporation, Northrop Grumman  Corporation,  Sempra  Energy, and Texas Instruments.  Dr. Guillory is an  authority  on  diversity,  empowerment,  creativity  and  leadership. He  is  the  author  of  the  cutting  edge  book  The  Living  Organization-Spirituality in the Workplace.  In addition,  he  has  authored  two  books  on  personal  transformation,  Realizations  and  It \'s  All an  Illusion, and is the co-author of a  management  book  entitled  EMPOWERMENT  For High Performing Organizations.  He is also a  member  of  NTL  (National  Training Laboratory).  His distinguished awards and appointments include  an  Alfred P. Sloan Fellowship, an Alexander von  Humboldt  appointment  at  the  University of Frankfurt, a Ralph Metcalf Chair at Marquette University,  and  the Chancellor \'s Distinguished Lectureship at the University  of  California  at Berkeley.  He has been a keynote speaker for national  and  international  organizations including The International Chapter of the Society  for  Human  Resource Management and The Institute for Management Studies, and  has  been  a regular speaker  at  conferences  for  the  Society  for  Human  Resources  Management.  Dr. Guillory facilitates seminars on the  following  topics: Diversity  -A  Global Perspective; Valuing and Managing Diversity; Empowerment;  Creativity  and Innovation; Qualities of Leadership; and Quantum-Thinking.  Prior to founding Innovations,  Dr.  Guillory  was  a  physical  chemist  of  international renown.  He has  lived,  studied,  and  lectured  in  England,  France, Germany, Japan, Switzerland, Poland, and China.  He  is  the  author  of over one hundred publications and several books  on  the  application  of  lasers in chemistry and was Chairman of the Department of Chemistry  at  the  University of Utah.  Dr. Guillory founded Innovations in  1985  following  a  period of  intense  personal  growth,  which  led  to  a  career  change  to  individual and organizational transformation.  Innovations Staff  BIOGRAPHY  Daniel S. Guillory, Esq. serves as Vice President of New Business  Development and General Counsel. Prior to working with Innovations, Mr.  Guillory was a corporate and securities associate at Pillsbury Madison &  Sutro LLP, and remains a member of the California Bar.  He received his  J.D. from Harvard Law School and his B.A. in international relations from  Stanford University.  In addition, Mr. Guillory studied international law  at the Université de Paris I - Panthéon Sorbonne.  He is fluent in French  and conversant in German.  Heidi McKeever  Katie Clark  Tatiana Bagge  Thomas ????    Consultants  Shauna M. Graves-Robertson is a native of Salt Lake City, Utah, where she  currently serves as a Salt Lake County Municipal Judge.  She obtained her  B.S. in Justice Studies from Arizona State University.  She holds a Masters  of Public Administration and Juris Doctor degrees from the University of  Utah.  She has also studied at the American University in Washington, D.C.,  and has participated in study tours to Great Britain and New Zealand.  During and after law school, she worked with agencies such as Utah Legal  Services, the Salt Lake Legal Defenders Association, the U.S. Department of  the Interior, the Office of the Utah State Attorney General, and the office  of attorney Gil Athay.  She has also been involved in teaching at the  University of Utah and Salt Lake Community College.  Ms. Graves-Robertson  joined Innovations International, Inc. in the capacity of a seminar  presenter, in February 1991 and has worked with a number of organizations  including Daimler Chrysler, Diebold, Genentech, Colonial Pipeline, Texas  Instruments, Merck & Company and Lockheed Martin.  Stephen Guy is an accomplished trainer,  consultant,  and  facilitator  with  Innovations International.  Mr. Guy specializes  in  critical  variables  of  organizational learning while providing conceptual and  personal  assistance  to individuals.  Stephen  assists  client  organizations  with  training  on  topics  that  include  diversity,  team building, conflict management,  leadership, and sexual harassment.  He  also  provides  consulting  services  that include coaching, focus groups, mediation, organizational  assessments,  and organizational transformation.    With over 15 years of professional training and consulting  experience,  Mr.  Guy \'s list of clients served include:    Boeing         Seattle Children \'s Hospital    FMC Corporation      Ritz Carlton    United Airlines      Four Seasons    U.S. Public health Service State of Washington  Mr. Guy earned his bachelor of Liberal Studies Degree in  Business  and  Art  from the University of Iowa.  His post degree studies  include  programs  at  the Western Arts Management Institute and the  Intercultural  Communications  Institute.  Stephen has worked with a number of organizations including  The  Boeing Company, Convergys, DaimlerChrysler, Merck & Co., Seattle  Children \'s  Hostpital, The Ritz Carlton, The State of Washington and United Airlines.  Michael Bell is a senior facilitator and consultant with Innovations  International specializing in business assessment and change implementation  strategies. His work considers the complexities of the challenging role of  leadership, the changing and often competing demands of customers, and the  need for creative structures and work redesign. Michael has created and  facilitated training programs in the areas of team building, diversity,  multicultural awareness, conflict resolution, group process, leadership and  strategic planning both for profit and non-profit organizations.  Michael \'s interest is in fostering environments and communities where  personal mastery, a value for learning and authentic communication are  normative practices among individuals, resulting in powerful, collaborative  outcomes.  He has over 15 years of professional training and consulting  experience.  A partial list of clients served include:  Bechtel        Sheraton Hotels  Davies Medical Center     Oakland City  Convergys        Merck & Co.  Western Management     DaimlerChrysler  Mr.  Bell attended Cornell University for his undergraduate studies in  business and clinical psychology, and studied Human Resources Management  and Compensation & Benefits planning at the Haas School of Business.      Jo Ann Romero is  a  nationally  recognized  organizational  consultant  and  trainer.  For the past 20 years, Jo Ann has assisted a variety of firms  and  clients achieve success in providing practical approaches  for  development,  reinforcement, and implementation  of  strategy,  developing  alliances  and  partnerships, and fostering a creative and productive work force.  For the past 10 years she has  been  an  OD  practitioner  in  the  nuclear,  environmental and energy, defense, and human  resource  industries. During  that time she designed and led numerous major system improvements. Jo  Ann  has assisted a variety of firms and clients in setting direction and  focus,  develop and sustain teams, formulate and implement change,  and  create  and  implement systematic approaches for executive development.  Jo Ann is a  recipient  of  numerous  awards  and  citations  for  her  work  particularly for her client focus, innovation, and creativity. She has  also  been acknowledged for leading improvements in  the  areas  of  strategy  and  corporate alignment, 360 degree assessment,  systematic  and  cost-effective  approaches  for  training,  linking  various  human  resource  processes  to  business  needs,  and  streamlining  numerous  operations  activities. She  enjoys a reputation for providing  business-relevant,  practical  approaches  to her work and was recently awarded the RGMPC  1997  Minority  Supplier  of  the Year.  Jo Ann holds a BA and MBA; certifications in  Organization  Development  and  Advanced Human  Resources  Management  from  Columbia  University;  and  120  postgraduate hours in  Advanced  Instructional  Design  and  Adult  Learning  Methodology.      Mercedes Martin is a nationally  recognized  organizational  consultant  and  trainer.  For the past 10 years, Mercedes has  helped  senior  managers  and  multi-level teams design and implement strategies and  systems  which  build  high performing diverse organizations.  Mercedes \' mission is  to  co-create  and  move  organizations  toward  their  desired future by building inclusive workplaces which enables each  employee  to contribute to organizational goals while  honoring  their  human  spirit.  Total Quality Management (TQM), participatory  learning,  systems  thinking,  and continuous improvement characterize her approach.  Mercedes is a frequent speaker on Diversity in the Workforce,  Multicultural  Work Teams, and Cross-Cultural Communications.  Her  results  have  achieved  high praise from clients such as:    Kaiser Permanente-Vallejo   DaimlerChrysler    IBM           Womens Funding Network    U.S. Air Force        Regency Health Services    Hewlett Packard         Sears    Bayer Pharmaceutical      Merck & Co.    U.C. Berkeley       United Artists Presenters  As a Black-Latina  she  is  a  native  Spanish  speaker  and  has  conducted  seminars in Spanish and on bi-cultural issues.  Mercedes received her B.S. in Transcultural Nursing from the  University  of  Miami, Florida and a Masters degree in Administration  from  the  University  of San Francisco, California and is currently pursuing a doctoral degree  in  Organizational Development.    Warren Woods  is  a  senior  facilitator  and  consultant  with  Innovations  International.  He  has  a  thirty-year  career  in  management,  marketing,  sales, and training.  Mr. Woods background includes extensive experience  in  corporate organizations, including fifteen years as a corporate president.  Mr. Woods has presented over 1,000 seminars to more  than  350  corporations  throughout North America as well as the  United  States  Military  Services.  He is a leading trainer in the field of personal  effectiveness,  diversity,  and empowerment.  Warren has served as a Senior Training Consultant for  one  of the world \'s largest time management companies.  A partial list of organizations Mr. Woods has served includes:    American Brands       Iomega    Bechtel Corporation    Kidder Peabody    Bell Canada      Marriott Corporation    Bristol Myers Squibb   Showtime Networks, Inc.    Eastman Kodak      Walt Disney World    Hewlett Packard       Westinghouse Electric  Warren Woods is a professional member of the National  Speakers  Association  and the American Society for Training and Development.      Mike Vonada is a senior facilitator and consultant with Innovations  International. He specializes in organizational assessments and  implementation of successful cultural change strategies.  Mike focuses on  all levels of the organization to create a deeper understanding of the  complexities and dynamics of how culture impacts productivity.  Mike has  developed and facilitated programs in high performance leadership, team  building, diversity, communication, accelerated change processes and  conflict management.  Mike has a Bachelors Degree in management with major focus on systems  management.  His masters Degree is in Public Administration with an  emphasis on Organizational Phenomenology relating to the change process of  organizational cultures.  He has spoken nationally and internationally on  issues effecting leadership in a rapidly changing world.  He teaches a  highly rated leadership course at the University of California, in  Riverside California.  He has been training and consulting for over  nineteen years.  Mike has several years of experience, ranging from organizing and running  unions to holding top level management positions in organizations. Through  his educational background and practical experience he brings a deeper  understanding of the dynamics of organizations.  For the last fourteen  years he has focused on how organizations can fundamentally increase  organizational success and productivity through the empowerment of  increasingly diverse workforces.      Scott Horton is a native of Pennsylvania who currently lives in Atlanta,  GA. He received his Bachelors degree from James Madison University in human  resources management and his Master of Arts degree from The Ohio State  University in counseling and higher education administration.  He has worked in the field of higher education as a dean and director at  four colleges and universities including Texas Christian University and  Emory University.  Scott specializes in diversity awareness and diversity  management.  He has consulted and trained with a variety of clients  including:  The Southern Company      H-E-B Grocery Stores  Coach Leatherware       Central and Southwest Services  Washington Hospital Center    Coca Cola Bottling  Scott has delivered over 300 classes to senior executives, managers and  employees at IBM both in the U.S. and Canada.  Colleges and universities have also called on Scott to consult and educate  on diversity issues.  He has presented and facilitated at Depauw  University, University of Alabama, Emory University and at national  meetings of the Association of Fraternity Advisors, Sigma Alpha Mu, and  Sigma Phi Epsilon.        A. Renee Yuengling is an executive diversity consultant with a broad range  of corporate and academic experience.  She consults with organizations on  all aspects of workplace diversity as it influences leadership skills,  strategic planning, conflict facilitation, global diversity initiatives and  international training. She has developed and led training sessions on  managing diversity both within the U.S. and internationally, cross-cultural  communications, creating inclusive work environments, and working on multi-  cultural teams.  Her current work in the area of diversity is based on her 16 years of  corporate experience in international finance working with Citibank, Bank  of America, and their multi-national clients.  She holds an M.B.A. in  International Finance and has served as adjunct professor of International  Finance at Germany \'s European Business School, and on the Business Faculty  of the University of Maryland \'s European Division.  She has lived and  worked overseas for a number of years, and is fluent in French and German.  Renee is a frequent speaker on the topics of diversity, leadership, and  cross-cultural communication.      Mary Gordon is a consultant and presenter of Innovations International  diversity programs.  Mary has delivered programs in a number of different  areas including diversity, time management, personal development and sales  training. In addition, she has done extensive work with women in the area  of self-esteem and is the author of the audio tape series, Woman to Woman.  Mary has consulted with a number of organizations including, but not  limited to:  IBM             Arco Chemical  U.S. Postal Service       General Electric  Arthur Anderson  Mary has a strong training background  and has been certified in programs  by a number different organizations including Innovations International,  IBM, 21st Century Consulting, The Forum Corporation, Brian Tracy Learning  Systems, Carlson Learning, Performance Systems International and Dale  Carnegie.    Miguel Valenciano received his Master of Arts in Education from the  University of Oregon and his Bachelor of Arts in Letters from the  University of Costa Rica.  He is recognized nationally and internationally  for his  extensive work in the area of corporate training. He is a dynamic and  energetic facilitator and trainer who has successfully worked with both the  private and the public sectors in addressing management and leadership  issues for the past eleven years.  Miguel has developed and facilitated modules on several contents,  including, diversity as a business imperative, workplace climate  assessment, leadership for managers, supervisory skills, developing  learning organizations, communication, conflict resolution, change process,  inclusive leadership, total quality management, and sexual harassment.  Miguel is certified as a master facilitator for the national IBM diversity  project and Prism International.  Miguel has facilitated hundreds of workshops and trainings in the United  States, Latin America, Micronesia, and Canada. Some of his previous and  current clients include Nestlé, IBM, US Postal Service, Alaska Airlines, 21  Century Consultants, Franklin Templeton, Swinerton Inc., Intel, First  Interstate Bank, Oregon Food Products, and Oregon District Attorneys  Association.   changes and to reap the benefits of a diverse workforce.   Miguel is bilingual in English and Spanish, and is also versed in Italian.  Carl Harkrider is a consultant and facilitator for Innovations  International.  Carl brings a strong consulting background and a deep understanding of  corporate America.  In 1979, Carl joined Amoco Corporation and worked in 11  different technical, team lead, supervisory and managerial positions in the  accounting group. Carl also played key leadership roles in the  implementation and roll-out of:  Amoco Career Management System  Recognition and Rewards Processes  Continuous Improvement/Quality/Customer Service Processes  Amoco Performance Management System  Employee Survey and Cultural Audit Processes  In 1991 Carl joined Amoco \'s Human Resources department as a Human Resources  Consultant. In that role Carl provided guidance and counseling to employees  and management on Amoco \'s human resources systems including compensation,  performance management, career management, re-locations, benefits,  staffing, and development planning.  In 1994 Carl became a member of Amoco \'s newly created internal Learning and  Consulting organization. Carl focused in the areas of team development,  individual performance coaching, career management, rewards systems,  diversity, communications, meeting skills, conflict management, financial  literacy, supervisory training and development, and multi-rater feedback  systems. Carl \'s knowledge, effort, and skills have been acknowledged by his  receiving over 20 awards and certificates over the past 10 years. The most  significant of these awards was the Chairman \'s Award and the Senior Vice-  President, Human Resources Award in 1997 for his role in working with  Kaleidoscope, a Diversity Advisory Council.  Innovations International History  Innovations excels in providing seminars, content and guidance to  organizations seeking to either begin or continue high performance  processes.  Innovations sees high performance in a large framework, as  indicated by its product line-Innovations provides products and services in  areas such as creativity, teamwork, leadership, diversity and empowerment.  The ultimate objective of all of these initiatives is to create a high  performance organization in which all employees have the opportunity to  reach their full potential. Innovations also emphasizes that employees are  simultaneously responsible for taking advantage of the opportunities made  available to them.  Innovations International was founded in 1985 by Dr. William Guillory to  provide seminars and training on organizational issues such as empowerment  and diversity.  Dr. Guillory has served as a Professor of Chemistry at  Howard University in Washington DC, Drexel University in Philadelphia, and  the University of Utah in Salt Lake City where he was chairman of the  department. The company quickly established a solid customer base among a  variety of medium to large sized companies.  Taking advantage of its early success, Innovations soon expanded its  offerings to include seminars on leadership, creativity and quantum-  thinking.  In addition, Innovations developed expertise in creating and  administering workplace assessments as well as assisting organizations in  developing infrastructure to support different initiatives.  Innovations looks forward to working with your organization to assist all  members of the work force in reaching their full potential.  INNOVATIONS INTERNATIONAL, INC.  SELECTED CLIENT LIST  Apple Computer          American Airlines  American Express      American Stores  AT&T          Amoco  Avon Products         Brown & Root, Inc.  Chevron           Convergys DaimlerChrysler    Dow Chemical  Eastman Kodak         ENSERCH  Electronic Data Systems Corp.     Federal Reserve Bank Genentech,  Inc.         GTE  Halliburton Energy Services   Hewlett Packard  Lockheed Martin       Loral Communication Mayo Clinic      Merck & Company  Northrop Grumman      Sempra Energy  Solutia           TDIndustries  Texas Commerce Bank     Texas Instruments  U.S. Steel Group  Vision, Values and the Innovations Advantage  Innovations International \'s Vision:  To be the global leader in disseminating transformational technologies.  Core Values:  People  Service  Integrity  Diversity  Empowerment  Excellence  The Innovations Advantage  Experience-We have over 15 years of experience working with Fortune 500  companies in the area of organizational transformation; particularly  focusing on High Performance, Diversity, Leadership, Creativity and Quantum  Thinking.  Comprehensiveness-We realize that fundamental change requires a long term  commitment and a comprehensive approach.  As result, we assist customers  with their learning processes through traditional stand-up seminars, train  the trainer programs, and computer assisted learning (CAL).  Customization-We realize that every client is unique in style, needs, and  culture.  As a result, we design each of our services in conjunction with  our clients according to their specifications.  Quality-We take pride in our products and services, our commitment to  excellence in everything we do, and our critical attention to detail.  At  Innovations, quality is an institutionalized way of thinking and doing.  Service-The essence of service is captured by our Service Covenant;  We  promise to continuously exceed your expectations by providing you  extraordinary service from our entire Innovations staff.   Customer Satisfaction-We have received repeat business from more than 85%  of our previous clients in the past 12 years.  We have learned much from  them and embrace them as our most cherished teachers.  Innovation-We offer education and learning technology involving computer-  assisted interactive multimedia learning in the areas of empowerment and  diversity.    ",199);arrFiles[31]=new Array(39,"content/bios.doc","9 Jul 2007","bios","","","  Heidi McKeever - Attended college in Salt Lake City, Utah. Major areas of  responsibility are financial reporting and contract management. Duties also  include seminar coordinator for both client and facilitators, which  includes generation of customized course materials, course logistics, and  facilitator travel arrangement.  Tatiana Bagge - Production of customized seminar and course materials.  Network engineer and administrator, which includes maintaining and  upgrading all computer equipment. Received a Bachelor of Science in  Behavioral Science and Health with emphasis in Business from the University  of Utah. Will receive an MBA in 2000.  Was previously in the USAF Reserves  and had the opportunity to work with individuals from many different  countries and cultures.  Thomas Kotter - Proof and edit product materials, product creation and  modification, product inventory, product sales, presenter evaluation  reports, and strategic reports for clients. Received a Bachelor of Science  in International Relations and a Bachelor of Arts in Asian Studies from the  University of Utah. Will receive a Masters in Organizational Behavior from  Brigham Young University in 2000.  Have lived in Kenya, Japan, India, and  Thailand as a student of the indigenous culture by living together with  them. Speak fluent Japanese.  Katie Clark - Has worked in nearly every capacity of the operation  including Director of Human Resources, Financial Director, and Vice  President of Operations. Greatest impact in daily operation is serving as  an overall assistant to Dr. William Guillory, conference and keynote  address coordinator and large contract client liaison.  Attended Southern  Utah State University. Travels in a promotional capacity several times per  year representing the company and marketing of general products and  services.  ",20);arrFiles[32]=new Array(40,"content/contact_us.doc","9 Jul 2007","contact_us","","","  Contact us  To find out more about Innovations products and services, you can complete  the form below. We will be happy to send information to you.  If you would like to contact us directly,  Regarding seminars, surveys or consulting please call 415-348-0525 or send  an e-mail to mail06827@pop.net.  Regarding book orders or CD-ROM orders please call 800-487-3354 or send an  e-mail to innointl@concentric.net.  For all other inquiries, you can contact our corporate offices at:  Innovations International  The Towers at 45th  310 East 4500 South, Suite 420  Salt Lake City, UT 84107  Ph:  801-268-3313  Fx:  801-268-3422  E-Mail:  innointl@concentric.net  ",35);arrFiles[33]=new Array(41,"content/Excerpts from Animal Kingdom.doc","9 Jul 2007","Excerpts from Animal Kingdom","","","  Excerpts from Animal Kingdom  It also includes the wisdom to responsibly adapt to change or we ultimately  threaten our own survival.  We have a responsibility to seek solutions that create balance and the well-  being of all the animals of the plains.  Now they were facing new issues of adaptation. He went on to say that if  they couldn \'t collectively create a solution to their present crisis that  benefited them all, then external forces had a way of forcing solutions  through crisis.  .the necessity to address the crisis they faced for the continued well-  being of all animals of the kingdom.  If we don \'t break the cycle of confrontation, retaliation, and revenge,  then we \'re all doomed to where we are headed. And that appears to be a  crisis over which we have no control.  They also believed that of the animals of the plains did not resolve their  crisis, then the Earth Mother would. She always created a way for those of  the Earth to confront those issues they chose to ignore.  There are other issues that I believe concern us. First, I do not believe  separate coexistence is in our best interest. I believe that we are  destined to discover the key to balance of the ecosystem and make it a  reality. We should extend ourselves to understand the ways of the  Plainlanders and encourage them to understand ours. It is only through  mutual understanding and cooperation that our future can be secure.  Such change is inevitable if we are to discover they key to balance that  will resolve our crisis.  We are facing a crisis that may threaten our very existence.  Our solutions must exceed each of our herd \'s self-interests. They must  benefit us all, including the lions. I believe we each have an outstanding  strength that when combined in this way is the key to resolving our crisis.  The discussion had been taken to a whole new level of resolution. A level  that was clearly beyond what they expected to encounter in the meeting.  ",24);arrFiles[34]=new Array(42,"content/living.html","9 Jul 2007","Living Organization","","","Contents Introduction The Living Organization‹Creatively Adapting to Accelerated Change Spirituality‹The Source of Wisdom People‹The Only Sustainable Competitive Advantage Service‹An Unconditional Commitment to Others Organizational Self-Awareness‹Know Thyself Wisdom‹Your Soul Connection The New Leadership‹Spirituality The Future‹A Call for Action Appendix Bibliography About the Author Index Innovations International,Inc. The Living Organization‹ Creatively Adapting to Accelerated Change The law of natural selection applies to organizations in today¹s constantly changing business environment. In other words, those that learn to continually adapt, survive. The Author Introduction A Living Organization is one that continually adapts to its changing business environment. Adaptation occurs as a result of individual and organizational transformation. Transformation is an irreversible change in the mind-set of an organization¹s leadership and employees that sets the stage for continuous improvement and often a new way of operating. Such change commonly results in an organization redefining its vision, strategy, and performance expectations. An organization¹s drive to continually change is similar to the adaptive nature of biological organisms that evolve over time. And, as is true for biological organisms, those organizations that do not learn to adapt, usually become extinct. This chapter will discuss the four Darwinian characteristics of Living Organizations and show that, particularly during crisis, these characteristics are key to an organization¹s ability to survive and prosper. The chapter will also show how Living Organizations endure over time through adaptation, empowerment, and high performance. What Is a Living Organization? The key characteristic of a Living Organization is its ability to continually transform in response to the changing business environment. For example, in the mid-1980s it became clear to many business leaders that operating an organization according to the previously acceptable command and control style was no longer competitive. This way of operating had simply become too slow, inefficient, and resistant to change to keep up with the complexity of accelerated change experienced by most companies. In response to that realization, proactive organizations began the significant integration of high employee involvement, teamwork, and empowerment into their management practices. For instance, Frank Marchand, the vice president of sales for the Canadian subsidiary of a major U.S. oil conglomerate, found himself faced with declining market share. Frank¹s parent company had always operated in the traditional hierarchical manner. In spite of the fact that his subsidiary operated in a similar manner, Frank had never really believed that control management was the most effective way to get the best from people. Now, however, faced with declining market share, Frank knew that he had to significantly change his operation. After considerable thought, Frank decided to make a proposal to the parent company that involved a two-year commitment to the implementation of high employee involvement processes. In preparation for his presentation to the corporation¹s senior leadership, he developed a comprehensive plan for reducing hierarchy, providing training, and developing sales teams. He also suggested in his proposal that giving employees and sales representatives greater autonomy would not only result in the company regaining its market share, but would also create new business opportunities as well. Although the corporate leadership was not totally comfortable with the new management philosophy Frank was recommending, they accepted his proposal anyway‹primarily because of his outstanding record of success in sales. Frank was excited about the approval of his proposal. The implementation of his plan began with a comprehensive 360o Executive Assessment. As it turned out, an important result of the assessment was that many of Frank¹s senior managers were surprised by the employee feedback they received. They were unaware of the counterproductive impact their management style had on the attitude and performance of their employees. Another crucial part of the assessment was a one-on-one facilitation provided by an external consultant who addressed interpersonal issues that had been identified by the employee feedback. Each executive was then responsible for creating a plan to resolve these interpersonal issues, in addition to any performance issues that may have been identified. Frank¹s division immediately began implementing the various executive plans supported by the new high involvement management style. Not surprisingly, the receptivity to Frank¹s program was very positive. During the first year, sales, morale, and overall performance increased dramatically. By the end of the second year, his organization exceeded their sales goals. Eventually, Frank¹s mode of operation began to cause a strain between himself and the corporate president of sales. This conflict was probably inevitable since their basic philosophies of management were diametrically different. Frank favored high employee involvement while the corporate president in the U.S. favored a more hierarchical style. As the president gradually imposed more severe restrictions on Frank¹s operation, his organization¹s sales started to decline. Key managers who believed in Frank¹s way of running the business began to leave, further accelerating the decline of the operation. When it became clear that this dilemma was unresolvable, Frank resigned. From a long-term perspective, this story would appear to be an example of how adaptation did not work. But Frank conveyed to me an important realization in retrospect. The real value of what we accomplished in those two years was the degree of personal and professional growth realized by each individual in the organization, he said. In fact, one of the statements Frank made in his resignation speech to his employees was, You people are empowered, so I¹m not worried. You can look after yourselves. It is worth noting that the employees who did leave were able to get significant positions in other organizations throughout the world. The growth and self-confidence they acquired under Frank¹s program far exceeded what they had accomplished when managed by the hierarchical system that previously existed. Frank later recounted that he had experienced a major realization about himself during his own one-on-one facilitation. He had begun to view himself as being driven by a purpose greater than simply meeting and exceeding sales goals. Indeed, he discovered that his overriding objective was to create an environment where his employees had the opportunity to become fully functional, capable, and self-confident individuals. Since he had clearly accomplished this objective, Frank considers the two-year program a huge success. Frank Marchand also learned that his natural desire to facilitate the empowerment of others originated from an inner dimension of himself that he describes as spiritual. Through this experience he also came to realize that spirituality is probably the source that inspires most of us to live consistent with our life purpose The prevailing question that drives the evolution of a Living Organization, is the same question that Frank had asked himself in response to his company¹s declining market share, which is: How do we continually adapt to accelerated change? If the answers to that question reveal outdated processes, products, or services within one¹s organization, then significant changes may be appropriate or necessary. Quite often, as Frank¹s example demonstrates, the changes required may result in both personal and collective transformation while simultaneously achieving the organization¹s business objectives. Perhaps the greatest phenomenon impacting organizational change and adaptation are the advancements in information technology. These advancements have revolutionized business marketing (on-line sales), communication (E-mail), and the delivery of consulting services (computer-assisted learning). A specific illustration of how empowerment and information technology transformed the delivery of one company¹s consulting services is presented in the following case study. Innovations International‹How Do We Make Ourselves Desirable but Unnecessary? In 1994, Innovations International, a well-established consulting firm, decided to reinvent itself. After reviewing some of its ongoing research, the company¹s leadership reached the conclusion that the education and training market was going to be significantly affected by the development of new information technology. Some of the major benefits for clients who receive organizational education and training included: reduced costs, greater flexibility, decentralization, and greater control for employees. These factors led Innovations to reassess their philosophy of delivering training products and services and prompted the company leadership to ask the following questions: 1) How necessary are external consultants for an effective training process to occur? 2) Can in-house consultants and line managers deliver training as effectively as outside experts? 3) What if we designed our training and development programs to ensure our customers¹ success? The responses to these questions forced the Innovations team to realize that in-house people are just as capable as external consultants in delivering a creatively designed, user-friendly program; and, because of their personal experiences, in-house people are often more credible. Prompted by the responses to the questions above, the team then asked themselves an even more challenging question: 4) How does a consulting firm design programs to make its own external consultants unnecessary? Upon seriously considering this fundamental issue, the team came to the conclusion that any mature seminar program can be converted into a self-paced product, such as a video program or computer-assisted learning (CAL) program. Through additional research and more in-depth experimentation, the company also learned that CALs can be effectively used either as a single-user or group-user program. Perhaps even more importantly for their clients, however, the Innovations team also confirmed that this approach could indeed be effectively implemented by in-house personnel and line managers ‹as long as they were properly trained. Today, Innovations is a growing product-oriented company that is based upon a permanent foundation of new innovative seminars, measurement instruments, and consulting services. In response to the changing business climate, the company altered its approach to seminar design and presentation from customer dependency to customer empowerment. Consistent with their change in business focus, Innovations created a new strategic plan‹one that is not set in stone, but instead is constantly changing as the company receives market and customer feedback. An organization¹s ability to be agile and flexible in response to change is an example of how the adaptation process successfully plays out in business. This case study demonstrates the very essence of creative adaptation‹the willingness to question the most fundamental assumptions about one¹s business operations, in anticipation of change! ",11);arrFiles[35]=new Array(43,"content/seminars.html","9 Jul 2007","Seminars Description","","","Innovations seminars, surveys and consulting services For over 16 years, Innovations has provided seminars, surveys and consulting to organizations in the areas of empowerment, diversity, creativity and leadership. Empowerment Seminars & Surveys EMPOWERMENT ASSESSMENT DESCRIPTION: The Empowerment Assessment provides a statistical analysis of the levels of individual, team, and organizational empowerment in your organization. This information can be used to: _ Increase participants \' awareness of their level of personal responsibility, accountability, and empowerment and suggest a point at which management can confidently relinquish control. _ Determine specific areas of the organizational culture which support empowerment as well as existing barriers to empowerment and high-impact opportunities for improvement. _ Formulate personal and organizational plans for implementing empowerment (including job enrichment and personal empowerment programs). _ Periodically measure the progress of empowerment as your organization initiates new ways of operating (i.e., flattening, delegation, etc.). ADMINISTRATION: The Empowerment Assessment consists of approximately 100 questions customized to your organization. Questionnaires can be distributed to individuals in their work locations or to groups assembled for formal survey administration. The survey takes approximately 30 minutes to complete. All responses are confidential and surveys are returned directly to Innovations for computer tabulation and statistical analysis. PARTICIPATION: The assessment can be administered to seminar groups, individual teams, divisions, or the entire organization. ANALYSIS: Reports generated from the Empowerment Assessment are tailored to the requirements and objectives of your organization. Additional comparisons may be conducted according to predetermined demographic breakdowns (i.e., teams, gender, race, etc.). Assessment results are typically returned in two forms: 1) Each individual receives a sealed feedback report that compares her or his answers to the group responses; and 2) Management receives a feedback report of overall results. COST: Because the Empowerment Assessment is customized to fit your organization \'s objectives, the overall costs may vary. The standard fee per Empowerment Assessment is 25. Inclusive in the cost is survey customization, data analysis, a survey booklet and confidential individual feedback report for each participant, and one organizational feedback report. For an additional fee, Innovations will provide a concise written and verbal interpretation of the survey findings. Further consultation on implementing empowerment, including training programs, is also available. EMPOWERMENT A Professional Development Seminar Program for Managers and Staff Empowerment is a highly interactive and participant-focused two-day seminar program. It provides the basic understanding and tools for the immediate implementation of the empowerment management style into your organization. It focuses on maximizing the individual performance of each employee within an interdependent network. This program provides the infrastructure and basic skills necessary to implement effective Quality and Diversity Initiatives. Through paired and group exercises, participants learn to deal effectively and positively with those situations where they feel most disempowered. The ultimate objective of the seminar is to initiate the process of maximizing the production of a self-motivated, self-managed work force. The four key elements of the program are: Barriers to Empowerment; Personal Empowerment; Team Empowerment; and Organizational Empowerment. The seminar is designed to accomplish the following objectives: Identify barriers to personal empowerment and devise strategies for their elimination. Understand personal empowerment and learn how this ability can be maximized. Experience the fundamental principles of team empowerment and learn how to establish empowered work teams. Learn how to design a high-involvement organization and implement empowerment. EMPOWERMENT A Seminar for the Broad-Based Work Force Empowerment is a one-day seminar designed to have the participants acquire an in-depth understanding of empowerment and how to immediately implement it in the workplace. Key elements involve an experiential understanding of personal responsibility, accountability, and empowerment; the application of these as a skills-set; and the ability, with practice, to systematically implement the empowerment process in proportion to individual and team competencies. The specific objectives of the seminar are to: Learn what empowerment is, both from a personal and an organizational perspective. Learn, by small group exercises, the meaning of personal responsibility, accountability, and empowerment. Learn how to use personal responsibility, accountability, and empowerment as high-involvement skills. Formulate a work plan to immediately implement empowerment in your workplace. Provide a personal and an organizational empowerment evaluation as a baseline empowerment measurement as well as an instrument to identify specific empowerment strengths and weaknesses - an Empowerment Assessment. EMPOWERING THE WORK FORCE A Professional Development Seminar Program for Managers and Staff Empowering the Work Force is designed to provide the essential skills necessary to manage an empowered work force. This program is based upon the concept of empowerment, which is the demonstrated individual, team, and organizational capacity to maximize the quality and quantity of their productivity in order to effectively compete in a global marketplace. The series focuses on the development of individual excellence within an interdependent network system. Participants learn how to manage and participate in an empowered organization, where employees have greater information, knowledge, and delegated authority. The underlying theme which distinguishes this empowerment series is individual and organizational transformation. That is, the establishment of an organizational framework which not only encourages, but expects, continuous learning and expanded responsibility of its employees. The program provides mastery of skills in the following areas: Personal Empowerment Conflict and Problem Resolution Managing Stress and Preventing Burnout Quality Professional Relationships Empowering Communication Life Management Decision Making Management By Empowerment Ultimately, the intent of this program is for the entire work force to have integrative teamwork, positive motivation and morale, and a strong sense that their contribution makes a difference to the organization. DIVERSITY ­ THE COMPETITIVE ADVANTAGE A Seminar Program for Managers and Supervisors Diversity ­ The Competitive Advantage is designed for managers and supervisors to become sensitive and aware of unconscious behavioral patterns which may impede the advancement of minority, women, and ethnically-different employees in an organization. It also provides the opportunity for the participants to permanently change those aspects of their managerial style which they discover to be counterproductive to embracing, valuing, and creating diversity. The seminar is presented as a one, two or three-day program. The objectives are to: Devise new empowering strategies for working more effectively where racial, gender, and ethnic differences exist. Show that Empowerment and Diversity are interdependent business necessities for profitable work force utilization. Show that cultural diversity is the competitive advantage, both from a U.S. and a global perspective. Show that the full professional development, utilization, and advancement of minorities, women, and culturally-different employees are forward-thinking, profitable business practices. Devise strategies, objectives, and goals for the first-phase implementation of diversity. A vitally important premise of this program is that Diversity, Empowerment, and Quality are interrelated initiatives necessary to effectively compete in a global marketplace. The results of this program are significantly improved interpersonal relationships, effective and productive communication, and a supportive environment for mutual respect and professional advancement. DIVERSITY CROSS-CULTURAL SKILLS- BUILDING This one-day seminar is designed for diverse employees to acquire the interpersonal skills necessary to work effectively with co-workers who are different by race, sex, ethnicity, and culture. Cultural differences include not only the full array of thinking, learning, and working styles, but also an individual \'s personal value system. This seminar focuses on cross-cultural relationships, communication, conflict resolution, and coaching. It involves extensive group and paired exercises in order to practice these skills and receive feedback for improvement. The objectives are to: Significantly enhance the quality of diverse professional relationships through valuing and respecting differences. Acquire the skills necessary to communicate effectively where significant personal and cultural differences exist. Learn to coach others where cross-cultural relationships or communication difficulties exist. A major objective of this seminar is to show that interpersonal relationships and communication are inseparable. Mastering these skills is the essential requirement for self-directed, cross-functional, and global teams. The power of this one-day experience is that it provides the opportunity for fundamental change to occur during the seminar which can be immediately applied to workplace situations involving diversity. DESIGNING A DIVERSITY INFRASTRUCTURE Diversity Infrastructure is an intermediate-phase program for an organizationally-representative group or team to establish the support system for diversity. This seminar is designed to create the internal structure, strategies, and processes necessary to continue the diversity initiative beyond the first-phase training. It involves the creation of an infrastructure which ensures the necessary organizational support to implement the strategies and objectives formulated by participants during the first-phase training. As an option, the seminar may involve the inclusion of a Cultural Audit and/or a Diversity Assessment as is necessary or appropriate. These diagnostic instruments are used as guidelines in designing the support system. The objectives of the seminar are to: Establish a diversity vision and a plan for achieving that vision. Establish sound business motivations which necessitate diversity. Establish a diversity infrastructure within the existing organizational structure to oversee and administer the diversity plan. Establish a communication network for the extensive dissemination of information relating to the diversity initiative. Establish a comprehensive set of guidelines for managers and supervisors to, individually and collectively, formulate and implement plans for achieving diversity. Establish organizational strategies, objectives, and goals for the short-term and long-term achievement of diversity. This seminar is a vital component of the overall diversity initiative which provides direction and a specific description to the organization of what is to be achieved and the plans for success. DIVERSITY - A GLOBAL PERSPECTIVE A Seminar Program for Managers and Supervisors in a Global Work Force Diversity is designed for managers and supervisors to maximize cross-cultural business cooperation. It also provides an opportunity to examine historical, cultural, and national differences, within a region or globally, which prevent proactive relationships and the smooth exchange of business ideas that benefit the corporation. The seminar focuses on providing a basis for understanding historical cultural differences which dictate the way business is conducted and establishing the corporation \'s core values in a way which is global in perspective and local in focus. The seminar is presented as a two-day or three-day program. The objectives of the program are to: Devise new empowering strategies for working more effectively among different nationalities and cultures. Show that Empowerment and Diversity are interdependent business necessities for global competition. Show how to use cultural synergism and cooperation to maintain your creative competitive advantage. Show that the full professional development, utilization, and advancement of women and all employees are forward-thinking, profitable business practices. Devise first-phase strategies and objectives for achieving diversity. A vitally important premise of this program is that Diversity, Empowerment, and Quality are interrelated initiatives necessary to effectively compete in a global marketplace. DIVERSITY THE COMPETITIVE ADVANTAGE An Interactive Multimedia Learning Program This computer-assisted learning (CAL) program is the first of a three-part series designed to achieve a diverse organization. It focuses on education, sensitivity and awareness, skills-building, and strategies for implementing the diversity process. This program includes video presentations, video scenarios, question-and-answer discussions, interactive case studies, and a stepwise process for establishing cross-cultural teamwork. The program retains the most powerful aspects of transformational learning: team exercises, interactive discussions, and group facilitation. It is designed for both single and group user formats. The seminar objectives are to: Show how diversity and its various dimensions are related to critical business objectives. Learn how to resolve conflicts where intergroup differences exist. Show that Diversity and Empowerment are inseparable initiatives necessary for effective and profitable work force utilization. Learn the skills necessary to work effectively on cross-cultural teams. The seminar weaves together three vital themes necessary for achieving competitive business advantage: high involvement systems, high performance, and people. All have in common various dimensions of diversity. The complete seminar is five to six hours, but can also be performed in self-paced format over several weeks. The seminar materials include a users \'s workbook. Diversity in Sales Sales People interface with diverse customers in the field on a regular basis in terms of values, religion, sex, race, culture and a variety of other areas. Their responsibilities require the timely establishment of quality relationships with people who are often very different than themselves. In this course, participants will develop a number of skills that they can apply immediately in establishing quality relationships with customers. Course participants will learn to: Recognize subtle behavior patterns with diverse customers that limit sales success, and learn a specific tool for effectively resolving interpersonal conflicts where diversity in sales is involved. Create quality cross-cultural relationships with customers that ensure exceptional service by distinguishing unnecessary and required expectations in sales. Communicate effectively in cross cultural relationships with diverse customers through learning your own cultural communication style, the skill of active listening, and conflict resolution behaviors in cross cultural relationships. Develop shared values for quality cross-cultural relationships in sales. The seminar includes individual, paired and group exercises, video case studies, and question and answer discussion. The complete seminar is a full day, however, each of the modules can be completed in two-hour segments. Developing a Customized Business Case for Diversity When any organization begins a diversity effort, people consistently ask how diversity impacts their organization from a business perspective. To assist you in responding to this question, Innovations has perfected a three stage process to develop a customized business case for your organization. Stage One‹Brainstorming Session Stage One consists of a one-day Innovations-facilitated brainstorming session with your organization¹s diversity staff, selected business leaders, and selected individual contributors. In this session, an Innovations consultant will work with participants to determine diversity¹s impact on a variety of business drivers including (but not limited to) globalization, productivity, serving a diverse marketplace, quality, new skilled workers, and mergers & acquisitions. Stage Two‹Initial Draft of a Customized Business Case for Diversity Using the information from this session, Innovations drafts a business case for diversity for your organization. This process usually requires one to two weeks and results in a thirty to fifty page document. Following its completion, Innovations will forward a draft copy to your organization. It is carefully reviewed by certain members of the brainstorming team, along with key members of your organization¹s top leadership. After this reading, suggested edits and changes are then sent back to Innovations. Stage Three‹Final Revision Based on any suggested changes or refinements, Innovations drafts a final version of the Business Case Booklet that is then forwarded to your organization in both electronic and hard copy forms for printing. Organizations have found this an extremely valuable tool in advancing their diversity efforts and in responding to the questions and concerns of people in the organization who ask Why are we doing this?. Innovations Customized Diversity Courses Innovations can also work with your organization to develop a customized diversity course. Innovations has over fifteen modules to choose from including, but not limited to: The Business of Diversity Diversity and Empowerment Intergroup Barriers to Diversity Beyond Sexual Harassment‹A Cultural Gender Exercise Cultural Diversity‹Creating Cultural Inclusion Global Cultural Diversity Cross Cultural Relationship Cross Cultural Communication Cross Cultural Mentoring Implementing Diversity … The Balanced Budget Studies in Diversity Managing and Resolving Issues of Diversity Building a Business Case for Diversity Diversity in Teaming Innovations can take different modules and design of course to fit your organizations specific objectives and time frames. CULTURAL SURVEY Description: The Cultural Survey gives you a picture of how people throughout your organization perceive the culture. This information can be used as: A comprehensive analysis of the prevailing cultural perceptions as a function of any desired demographic classification, i.e., cultural, racial, gender, ethnic, differently-abled, etc. An instrument to increase management awareness and develop individually appropriate strategies for implementing cultural change, i.e., diversity, empowerment, etc. A basis for recommendations relative to organizational diversity issues. A baseline from which to evaluate future improvement and measure the organizational culture change as a result of the Diversity Initiative. Administration: The Cultural Survey consists of approximately 65 questions uniquely tailored for your organization. It identifies beliefs, attitudes, and behaviors about cultural issues. Questionnaires can be distributed to individuals in their work locations or groups can be assembled for formal survey administration. The survey takes each individual 20 to 30 minutes to complete. All responses are anonymous and are returned directly to Innovations for computer tabulation. Participation: A cross-section of executives, managers, female, and minority populations will receive the Cultural Survey. The fraction necessary to obtain an accurate sample depends on the size of your organization and which groups are targeted. As a companion service, Innovations provides on-site interviews and focus groups to provide qualitative information about the issues involved in the Survey. The interview process provides an important additional perspective of the survey questions. Analysis: Reports generated from the Cultural Survey can be analyzed by age, gender, race, management level, etc. Survey results are typically presented in person to the organization \'s management, along with a concise written interpretation. Cost: The overall cost of the Survey may vary since it is customized to fit your organizational needs and objectives. The standard fee per Cultural Survey is 10 per person. Inclusive in the cost is the survey booklet and raw data analysis. Survey design, analysis, and presentation of feedback are additional consulting fees. CREATIVITY AND INNOVATION A Seminar Program for Leadership, Management, and Staff Creativity becomes a necessity as organizations move to the mature stages of quality, empowerment, and high performance. Most leaders, managers, and staff utilize less than 50% of their creative and intuitive ability. This is not because of inherent limitations, but because of unawareness of how to incorporate relatively simple procedures utilizing visualization, the sleep state, subliminal perception, the integrated model of the brain, and other leading-edge creativity concepts into their daily job performance. This program focuses on the extent to which individuals function within self-imposed limitations which are barriers to creativity and shows how to overcome them. The seminar provides mastery of creative skills in the following areas: Business and the Creative Process Creativity and Consciousness Creative Visualization The Five-Step Innovation Process Mastery of Creativity Using the Sleep State Creativity and Subliminal Perception The Integrated Brain - Four Quadrant Creativity Creativity and Risk-Taking The seminar presents a wide variety of techniques, methods, and experiential processes for the participants to choose from. It also provides the opportunity for the participants to go beyond linear progression in the solution of business and managerial problems and to master this skill in a way that it becomes a regular part of their day-to-day operation. ",23);arrFiles[36]=new Array(44,"content/store.html","9 Jul 2007","General Store","","","The Living Organization--Spirituality in the Workplace US14.95; 172 pages. Talk of ethics, values and people all arise from one revolutionary movement--Spirituality. Dr. William Guillory shows how Spirituality is rapidly transforming the way people look at business, and the way businesses look at people. The Living Organization boldly reveals how companies can embrace this amazing revolution that is transforming corporate America. Empowerment for High Performing Organizations US22.95 (hardback) US12.95 (paperback); 239 pages. How do you take words like Empowerment and High Performance from cliche to clarity? With real world examples from Fortune 500 corporations, Empowerment for High Performing Organizations illustrates how empowerment principles are key to success. Dr. Guillory solves the mystery behind empowerment and reveals how to integrate it into your career and your organization. Realizations: Personal Empowerment through Self-Awareness US7.95; 108 pages. Realizations takes an engaging look at how we live. You will learn how to improve your relationships, your communication skills, and your ability to manage stress using this book. Through rich examples and exercises, Realizations will give you a lasting road map to personal and professional success. It \'s All An Illusion US6.95; 93 pages A 40-mile ride to the countryside begins an extraordinary journey of discovery for a young college student. In It \'s All An Illusion, the backdrop of his friendship with a magical old man provides a lighthearted look at whether life is really as it appears. You \'ll be entertained and challenged as the student and his mentor explore everyday life in ways that most of us have never even considered. The Business of Diversity--A Case for Action US5.95; 54 pages. This booklet outlines in detail the business case for diversity--its relationship to high performance, the dimensions of diversity, demographic changes, and the differences between diversity and AA/EEO. In addition, the booklet discusses the major business dimensions of diversity including work force utilization, diverse customer bases, productivity, globalization, mergers & acquisitions, and the new skilled workers. This booklet is a must for anyone attempting to understand the business case for diversity. Diversity--The Competitive Advantage Starter Package US129.95 Additional CD Roms US99.95/unit Additional User Workbooks US30.00/unit Through exercises and real-life video scenarios, this multimedia program provides an entertaining way to discover the importance of diversity in maintaining a successful organization. You will develop strategies to handle diversity issues that you face in the workplace, and create a long-range plan to make diversity a competitive advantage for you and your organization. Designed for groups of two or more. Empowerment for High-Performing Organizations Starter Package US129.95 Additional CD Roms US99.95/unit Additional User Workbooks US30.00/unit This program will unlock the secrets behind empowerment, and explain what it means for you and your organization. Through rich full motion video vignettes, self tests, and challenging interactive case studies, you will explore responsibility, accountability, self-management, and high performance. You will also develop a powerful plan for success that will help you reach new frontiers both personally and professionally. Designed for individual users or groups. The Guides 242 pages, US12.95 Early one morning, Bill Guillory was awakened from a sound sleep to begin writing material that would transform his life. With each word, his writing moved him away from everyday convention to new outposts of discovery. The Guides chronicles his series of radical meditations on life and the world. This book will give you the opportunity to explore new consciousness, the nature of reality, and other revolutionary ideas that may encourage you to rethink many aspects of life that have long gone unquestioned. ",4);arrFiles[37]=new Array(45,"content/_vti_cnf/about.html","9 Jul 2007","about.html","","","vti_cachedhasbots:BR|false vti_cachedhastheme:BR|false vti_cachedhasborder:BR|false ",1);arrFiles[38]=new Array(46,"content/_vti_cnf/living.html","9 Jul 2007","living.html","","","vti_cachedhasbots:BR|false vti_cachedhastheme:BR|false vti_cachedhasborder:BR|false ",1);arrFiles[39]=new Array(47,"content/_vti_cnf/seminars.html","9 Jul 2007","seminars.html","","","vti_cachedhasbots:BR|false vti_cachedhastheme:BR|false vti_cachedhasborder:BR|false ",1);arrFiles[40]=new Array(48,"content/_vti_cnf/store.html","9 Jul 2007","store.html","","","vti_cachedhasbots:BR|false vti_cachedhastheme:BR|false vti_cachedhasborder:BR|false ",1);arrFiles[41]=new Array(49,"downloads/index.php","26 Jul 2007","Innovations International > Downloads","","","Below are different samples of self-tests and book excerpts offered by Innovations International. Feel free to print and distribute any of the material below. Innovations will periodically update this section to make new items available to you. Click below to understand all of the steps involved in creating work life balance for employees. (Adobe PDF file). Creating an Employee Supportive Workplace Below are links to three new excerpts from Dr. William Guillory \'s book, The Living Organization – Spirituality in the Workplace . Ten Exercises to Reconnect with Your Spirituality Creating a Context of Spirituality in the Workplace Questions People Ask About Spirituality and the Workplace Creativity Self Test We invite you to use this test to determine how creative you are. HTML download Empowerment Self Test (This test can be found in Dr. Guillory \'s new publication The Living Organization—Spirituality in the Workplace) We invite you to use this test to determine how personally empowered you are. HTML download A Monochronic/Polychronic Self Test This instrument is designed to assist you in understanding your personal cultural preferences, with respect to both work style and management style. It may serve as an indicator of how you might adapt in certain organizations and global regions. HTML download From: The Living Organization - Spirituality in the Workplace Leadership Principles and Behaviors HTML download Ten Ways of Becoming an Empowered, High Performing, Integrated Individual HTML download Nuggets of Wisdom HTML download ",7);arrFiles[42]=new Array(50,"downloads/pdf_files/employee_workplace.pdf","9 Jul 2007","WorkLife","","","Creating an Employee Supportive Workplace ­ Achieving Work-Life Quality and Balance  Work-Life quality and balance have become the most pressing issues experienced by workers today. This program is based upon the premise that we cannot manage time but we can manage our most important workplace activities, when they are clearly identitified and prioritized. Achieving work-life quality and balance requires the complementary efforts of: · An Organizational Support System and implementation of: · Manager/Supervisor/Employee-Designed Work-Life Process The Organizational Support System consists of: · Program support · Leadership support · Cultural T ansformation r The Manager/Supervisor/Employee Designed Work-Life Process consists of:  · ·  Personal Work-Life Plan Implementation Process  Innovations International, Inc.  1    Creating an Employee Supportive Workplace Achieving Work-Life Quality and Balance  An Organizational Support System  Program Support: This component involves the various unique  programs offered by an organization to their employees. These programs include, but are not limited to: 1. 2. 3. 4. 5. 6. 7. 8. 9. Family-Friendly Initiatives Child Care Elder Care Adoption Family Leave New Mothers Family Education Expenses Employee Assistance Programs Personal Problems  10. Financial, Mental, Health, and Chemical Dependency 11. Work-friendly Programs 12. Flexibility in Work Hours 13. Telecommuting or working at home 14. Zero Tolerance Harassment (including race, color, sex, etc.) 15. Disability and Religious Accommodation 16. Anti-harassment Training, Prevention, and Procedures 17. Pay Equity Evaluations and Adjustments 18. Employee Satisfaction Survey 19. Disability Strategy 20. Retirement Planning Program  Innovations International, Inc.  2    Creating an Employee Supportive Workplace Achieving Work-Life Quality and Balance  21. Reduced schedules 22. Family leave for childbirth or adoption 23. Job sharing 24. Leave for school/childcare functions 25. Childcare near or at worksite 26. On-site summer camp 27. Workshops or seminars for quality, balance, and work-life issues 28. Diversity training 29. Manager/supervisor work-life appraisals 30. Career counseling programs 31. Wellness programs for employees and their families 32. 401(k) or 403(b) individual retirement plan  Innovations International, Inc.  3    Creating an Employee Supportive Workplace Achieving Work-Life Quality and Balance  Leadership Support: This component is a four-hour workshop for  leadership personnel (support) to learn the mind-set and skills necessary to support the work-life quality and balance of employees. It also includes a segment for leadership to define for themselves those values/activities/practices that are of value for their own personal and professional well-being. The workshop is titled  Creating an Employee Supportive Workplace Environment that Fosters Work-Life Quality and Balance.  The workshop begins with a review of the  Sanity  workshop that employees experience in order to acquaint support personnel with worklife plans and expectations of employees.  Learning Objectives  The objectives of this workshop are to learn: 1. The critical factors and guiding principles for creating an employee-supportive workplace environment. 2. The workplace expectations of employers and employees that create an employee-supportive workplace environment. 3. A new paradigm for compatibly integrating and performing work and personal life responsibilities. 4. How to facilitate the resolution of difficult work-life choices that employees experience. 5. The workplace values/activities/practices that are most important to those in leadership, management, or supporting roles. 6. Implementation strategies for creating an employee supportive workplace environment.  Innovations International, Inc.  4    Creating an Employee Supportive Workplace Achieving Work-Life Quality and Balance  Cultural Transformation: This component of the Organizational  Support System involves the design of a strategic plan to achieve a workplace culture where:  · People are our most important resource ­ attracting and retaining intellectual capital · Performance is the measure of success · Workplace values, such as teamwork, flexibility, support, and creativity and innovation are integrated with critical business decisions and functions · Leadership, unambiguously, espouses and practices humanistic values -- respect, equality, honesty, integrity, and wisdom -- in managing and leading · Personal/family responsibilities minimally impact workplace responsibilities and performance · Creativity and innovation flourish · Development, visible opportunities, and advancement are based upon potential and performance · Work processes are flexibly designed and implemented · Core values are a living, practiced reality  The design of the plan includes both tactical (how) and strategic (why) dimensions designed to attract, recruit, develop, and retain exceptional employees. In essence, to be an  employer of choice.  Such a plan is obviously an integral dimension of a diversity inclusive environment. This plan is commonly based upon the results of a Work-Life Quality and Balance survey or other internal organizational means of addressing the most prominent issues that prevent an employeesupportive culture.  Innovations International, Inc.  5    Creating an Employee Supportive Workplace Achieving Work-Life Quality and Balance  Manager/Supervisor/Employee-Designed Work-Life Process  An Employee-Designed Work-Life Process is the result of identifying our innermost values and then translating those values into a balance of activities in the areas of self, family, work, and service. Two basic premises of this work-life program are that we are individually responsible for creating quality and balance in our lives; and, these are most constructively accomplished with an employee-supportive workplace environment. The work-life process is a result of an implementation plan designed during a day-long, highly interactive, hands-on workshop titled Creating Sanity in the Midst of Chaos ­ Achieving Work-Life Quality and Balance. This workshop is designed for managers, supervisors, and employees. Prior to the one-day workshop, each participant completes a confidential questionnaire on work-life balance to help them discover their present quality of life in preparation for the workshop activities.  The Workshop  The workshop activities include stimulating interactive dialogue, small group exercises, and various individual and paired sharing for in-depth self-discovery. A special feature involves the opportunity for feedback and coaching from other workshop participants based upon the mastery of  in-depth interactive dialogue.  1) The first module begins with an in-depth personal assessment of  where you are  in your life with respect to self, family, work, and service. Based upon this assessment, you are provided an opportunity to evaluate the present state of your life and begin the process of determining the quality and balance you desire.  Innovations International, Inc.  6    Creating an Employee Supportive Workplace Achieving Work-Life Quality and Balance  2) The second module focuses on personal responsibility, as a living concept, for achieving the quality and balance of life you desire. We learn what it really means to be responsible for our lives -- past, present, and  probable future!  The basic premise of this module is:  You can only change your life in proportion to what you claim responsibility for, not for what you can control. William A. Guillory, Ph.D. This quote is brought to life with a simulation exercise that provides the opportunity for you to discover your most important values with respect to work and personal life. 3) The third module helps us to learn how to select and prioritize our most important workplace or life activities on a day-to-day basis--bringing sanity to our daily responsibilities. This module is one of the most important processes of the seminar in that it shows how to handle unexpected events as well as how to prioritize, plan, execute, and focus your most important day-to-day activities. 4) In the final module, we clearly define (or redefine) our innermost values--which are a permanent and unchanging part of who we are--and the corresponding activities that follow from them. Comparing the latter with our present living pattern creates the opportunity for not only reprioritizing, but also, redefining the quality of our lives for the immediate future.  Innovations International, Inc.  7    Creating an Employee Supportive Workplace Achieving Work-Life Quality and Balance  Finally, we each examine, non-superficially, the consequences to us of rewriting the script of our lives where we take ownership of being writer, producer, director, and major actor. When faced with the consequences of such a dilemma, we each clearly understand what it means to  create our own reality.  The final exercise is writing a redesigned script of what we are committed to in aligning our innermost values with our life activities. A basic premise of this workshop is that work and personal responsibilities are inseparable. Hence, the focus is a holistic approach to work-life quality and balance. The workshop modules include:  · Assessing Your Life--Making a Personal Inventory · Creating Sanity Begins with  Taking Responsibility for Your Life  · Creating Sanity in the Midst of a Chaotic Day--Prioritizing and  Managing Workplace Responsibilities  · Rewriting the Script of Your Life · Appendix--Things I \'ve Learned  Innovations International, Inc.  8    Creating an Employee Supportive Workplace Achieving Work-Life Quality and Balance  Learning Experiences  Key objectives of the workshop include:  · how to achieve work-life quality and balance · an assessment of your present work-life quality · identification and resolution of barriers to work-life quality · learning, experientially, how to take responsibility for your  life  · learning how present work-life choices affect your long-term  quality of life  · learning how to plan, prioritize, execute, and focus your  daily activities  · learning your dominant workstyle orientation and its impact  on others  · how-to \'s for organizing your work-life · learning your innermost values · designing a personal work-life plan  Innovations International, Inc.  9    ",112);arrFiles[43]=new Array(51,"downloads/pdf_files/Press Kit 2006.pdf","9 Jul 2007","Press Kit 2006","","","William A. Guillory, Ph.D. Dr. William A. Guillory is one of the most dynamic keynote speakers, and conference and seminar facilitators of our time. He speaks to subjects that are at the forefront of our thinking, such as  The Seven Principles of Cultural Compatibility,   The New Leadership for the 21st Century,   Work-Life Quality, Balance, and Integration,   Diversity­The Unifying Force of the 21st Century,   Living Without Fear­Redefining Our Way of Living,  and other related topics involving personal and organizational transformation. Dr. Guillory is an authority on diversity, empowerment, leadership, creativity and innovation, and quantum-thinking. His most recent cuttingedge program involves  Leading and Managing During Turbulent Times,  and  Achieving Work-Life Quality, Balance, and Integration.  Bill \'s published books include:  Realizations,   It \'s All An Illusion,   Destined to Succeed,   Empowerment for High-Performing Organizations,   The Living Organization­Spirituality in the Workplace,   Tick Tock! Who Broke the Clock­The Power of Work-Life Integration,  and his most recent publications,  The FuturePerfect Organization,  and  Animal Kingdom­A Diversity Fable.  Prior to founding the consulting firm Innovations International Inc., Dr. Guillory was a physical chemist of international renown. He has lived, studied, and lectured in England, France, Germany, Japan, Switzerland, Poland, Mexico, Puerto Rico, Singapore, Hong Kong, and China. He has authored over 100 publications and several books on the application of lasers in chemistry and was Chair of the Department of Chemistry at the University of Utah. Dr. Guillory received his B.S. from Dillard University in New Orleans, his Ph.D. from the University of California at Berkeley, and was a National Science Foundation Postdoctoral Fellow at the Sorbonne in Paris. His distinguished awards and appointments include an Alfred P. Sloan Fellowship, an Alexander von Humboldt appointment at the University of Frankfurt, a Ralph Metcalf Chair at Marquette University, and the Chancellor \'s Distinguished Lectureship at the University of California at Berkeley. Dr. Guillory has presented over 4,000 seminars throughout North and South America, Great Britain, Europe, Mexico, Asia Pacific, and Canada. He has facilitated seminars for over 300 corporations, including the senior management of American Airlines, Amgen, Amoco, Avon, ChevronTexaco, DaimlerChrysler, Dow Chemical, Eastman Kodak, Electronic Data Systems, Hewlett Packard, Keebler, Kellogg, Lockheed Martin, Los Alamos National Laboratory, Merck, Northrop Grumman Corporation, Proctor & Gamble, Qualcomm, Sandia National Laboratories, Texas Instruments, TDIndustries, and many other Fortune 500 companies.  Available at www.amazon.com or any of your local bookstores  Innovations Consulting International, Inc; 310 East 4500 South, Suite #420 Salt Lake City, UT 84107 Email: innovationsintl@qwest.net PH: (801) 268-3313, FX: (801) 268-3422    Selected Speeches and Conferences 2006  March 16, 2006--Alabama Gerontological Society Conference Birmingham, AL Keynote Speech: Spirituality in the Workplace Conference Workshop: Creating a Glowing Environment of Compassion, Equality, & Love March 28-29, 2006--American College of Health Care Executives Chicago, IL Conference Workshop: Measuring Success in Diversity Efforts April 4-5, 2006--HR Houston Conference Houston, TX Conference Workshop: Creating an Inclusive, High Performance Culture Conference Workshop: The FuturePerfect Organization--Leadership for the 21st Century May 7, 2006--American Society for Training and Development (ASTD) Dallas, TX Conference Workshop: The FuturePerfect Organization--Leadership for the 21st Century May15-17, 2006--Virginia State University Virginia Beach, VA Conference Workshop: Presentation and Strategic Planning Retreat June 6, 2006--Western Extension Leadership Development Program Portland, OR Conference Workshop: Empowered Leadership--Creating High Performance June 19, 2006--Disney ABC Media Networks Burbank, CA Conference: Creating Cultural Competence in Media Networks Businesses July 21, 2006--Oncology Nursing Society Pittsburgh, PA Keynote Speech: Creating an Inclusive & Inviting Environment for All Society Members    Selected Speeches and Conferences 2006  October 19, 2006--Delaware State University Dover, DE Keynote Speech: Building Effective Partnerships October 24-27, 2006--HR.COM Las Vegas, NV Conference Workshop: The FuturePerfect Organization--Leadership for the 21st Century Nine Hour Conference Workshop: Creating an Inclusive, High-Performance Organization November 15, 2006--Multicultural Development Center Annual Conference Bloomington, MN Webcast: Spirituality and Religion in the Workplace    Selected Speeches and Conferences 2005  January 25, 2005--Veteran Administration Advisory Board Atlanta, GA Conference Workshop: Diversity ­ The Competitive Advantage Reference Contact: Rosalyn Cole/ Phone (202) 273-8963 February 14, 2005--Bronson Healthcare Leadership Symposium Kalamazoo, MI Retreat: Cultural Competence in Healthcare Reference Contact: Monalisa James/ Phone (269) 341-6515 February 16, 2005--University of Pittsburgh Health Sciences Department Pittsburgh, PA Keynote Speech: Diversity and Cultural Competence in Healthcare Reference Contact: Linda S. Kalcevic MLIS/ Phone (412) 624-3608 February 23, 2005--Institute for Diversity Webcast Keynote Speech: Disparities in Healthcare Reference Contact: Rupert Evans/ Phone (312) 422-1690 March 28-30, 2005--Jackson State University Jackson, MS Conference Workshop: Creating and Environment of Academic Excellence for Students and Faculty Reference Contact: Dr. James Perkins/ Phone (601) 979-2024 April 12-13, 2005 --2005 Gulf Coast Symposium on Human Resource Issues Houston, TX Conference Workshop: Tick Tock!...Who Broke the Clock?-- The Power of Work-Life Integration Reference Contact: Kathy Metcalf/ Phone (281) 996-7879 April 18-19, 2005--Virginia Extension Conference Roanoke, VA Workshop ­High-Performance Teaming Keynote Speech: FuturePerfect Leadership for the 21st Century Reference Contact: Dr. Patricia Sobrero/ Phone (540) 231-5299    Selected Speeches and Conferences 2005  May 13, 2005--Oklahoma HR Symposium Tulsa, OK Keynote Speech: The Power of Work-Life Integration June 3, 2005--The 15th Annual International Conference of the Robert K. Greenleaf Center for Servant--Leadership Practicing Servant Leadership Indianapolis, IN Conference Workshop: Cultural Competence­An Advanced Course in Diversity Reference Contact: Michele Lawrence/ Phone (317) 262-8100 June 14, 2005--Trinity Healthcare Detroit, MI Retreat: The Business of Diversity at Trinity Health Reference Contact: Jay Morris/ Phone (248) 489-1626 June 20, 2005--Volunteers of America: Look Up and Hope...Renewing Our Promise To America Alexandria, VA Keynote Speech: Leadership for Uncertain Times--The FuturePerfect Organization Reference Contact: Laverne Campbell/ Phone (800) 899-0089, ex.5071 June 22, 2005--Center For Disease Control Montgomery, AL Satellite Broadcast: Building Cross-Cultural Partnerships in Public Health Reference Contact: Steve Seitchik/ Phone (717) 787-5900    References for Keynotes and Conferences  Ms. Jessie McCain Vice President of Human Resources and Board Member TDIndustries Phone: 972-888-9505 Jessie.mccain@tdindustries.com Susan D. Woods-Carlson Director, Senior Adult Services Gateway Family Counseling Phone: 205-328-6557 swoods-carlson@gway.org Linda Marie Manton Director University of California ANR Central Valley Region Kearney Research and Extension Center Phone: 559-646-6531 or 6543 lmmanton@uckac.edu Mr. Ted Bagley Vice President of Human Resources Amgen, Inc. Phone: 805-447-4050 tbagley@amgen.com Dr. Alma Hobbs Dean, School of Agriculture Administrator, 1890 Program Virginia State University Phone: 804-524-5260 ahobbs@vsu.edu Joyce Henderson, Ed. D. Professor of Business and Management University of Maryland Phone: 301-585-9329 JHen816@aol.com    Publications by William A. Guillory, Ph.D.  Realizations The Business of Diversity The Global Manager It \'s All an Illusion EMPOWERMENT for High-Performing Organizations Destined to Succeed The Guides Rodney--The Children \'s Series Rodney Goes to the Country--The Children \'s Series The Living Organization--Spirituality in the Workplace Living Without Fear Tick Tock!...Who Broke the Clock? The FuturePerfect Organization--Driven by Quantum Leadership    Areas of Expertise  William A. Guillory, Ph.D.  Each keynote speech, conference presentation, or workshop is uniquely designed around the theme of a conference or retreat. Dr. Guillory involves in-depth collaboration with the host organization to jointly design presentations that uniquely fit their needs, audience, and time frame for maximum impact. The areas where Dr. Guillory has both in-depth knowledge and published books are the following:  Leadership  These speeches and presentations focus on leadership principles and practices for successful organizations in the 21st Century. One of the most forward-thinking ideas is based on his books The FuturePerfect Organization--Leadership for the 21st Century.  Diversity, Inclusion, and Cultural Competence  These speeches and presentations focus on viewing diversity as an inherent part of the human condition. It seeks to show how differences can be positively harnessed to not only create unlimited creativity and innovation, but also cultural compatibility and inclusion. Diversity is the ultimate business competitive advantage. His books that reflect this area of expertise are Diversity, Inclusion, and High Performance and Animal Kingdom--A Diversity Fable.  Spirituality in the Workplace  These speeches and presentations are based upon defining what spirituality uniquely means to each of us and learning how to make it a part of our day-to-day living, both at home and the workplace. This concept is reflected in Dr. Guillory \'s book Spirituality in the Workplace.  Work-Life Quality, Balance, and Integration  These speeches and presentations are based upon knowing one \'s innermost values as a basis for establishing work-life quality, balance, and integration; and in Dr. Guillory \'s co-authored book Tick-Tock...Who Broke the Clock--Workplace Integration.  Empowerment, High Performance, and Performance Management  These speeches and presentations focus on the power of individuals and teams in realizing and developing, fully, their performance capacity. The concepts and workshop exercises create transformative experiences for the attendees and participants, reflected in Dr. Guillory \'s co-authored book Empowerment for High-Performing Organizations.    Areas of Expertise  William A. Guillory, Ph.D.  Creativity and Innovation  These conference presentations and workshops focus on accessing one \'s creative consciousness as the source of creativity. New, breakthrough creative techniques that are taught include: sleep-state creativity; creative visualization; mind-mapping; subliminal creative programming; creative brainstorming; and the four-step innovation process. Dr. Guillory \'s presentations can be flexibly adapted to the business world, education, healthcare, as well as other areas of interest.    Testimonials   Dr. Guillory brilliantly combines genius with down-to-earth caring and desire to make the world a better place! His skill as a speaker brings his audience in and leaves them wanting to hear more. He is adept at addressing topics others would not touch and generating dialogue that makes his audiences look deep inside at what they really believe.  Susan Woods Director, Senior Adult Services Gateway Family Counseling  We asked Bill to facilitate a session at our national conference and he was the hit of the break out sessions. Even when the participates packed the room to over standing room only capacity, Bill held the attention and gave each of our managers great knowledge they could take back and use! Not only did he engage each person throughout the session, but he also had books and great handouts they were able to take back and share with those who were not able to attend the conference. Thanks Bill for making the meeting planners for the conference look so good and for sharing your knowledge with our managers in order to make them more effective.  Kind regards, Joyce Henderson, Ed. D. Professor of Business and Management University of Maryland  Thank you once again for being such a wonderful presenter/facilitator. Our faculty and staff found both workshops you presented inspiring and uplifting. When our faculty and staff attended the first workshop, they were not functioning as a highly effective, highly performing work team. In the year between the first workshop and the second, our faculty and staff have become better team players, and interact with each other in a more honest and professional manner. We developed a powerful mission and vision statement that people still keep posted in their offices. Your presentations were powerful, enabling, and exciting. The group began using the tools and techniques immediately after the seminars to become more accountable, effective and efficient. We still reference your workshops, and we are most appreciative of how they helped bring our group together.  Sandra A. Zaslow Department Head and State Program Leader Family & Consumer Sciences NC State University    Testimonials   I have been fortunate to collaborate with Dr. William Guillory the past few years. He has presented at leadership training programs, which I have been responsible. His knowledge and wealth of information in the leadership arena is outstanding and one of the best I have experienced . Linda Marie Manton, University of California Cooperative Extension Regional Director.* University of California ANR Central Valley Region Kearney Research and Extension Center  *Title is used for identification purposes only. The author speaking on her own behalf and not on the behalf of the University of California.   On every occasion I have had to use the services of Innovations Internationals they have provided outstanding services related to strategic planning and diversity training. They are extremely well-suited for assisting organizations in accomplishing their intended goals. Indeed, I have been pleasantly impressed with their ability to advance the School of Agriculture \'s agenda. I can readily recommend their company as a resource for providing superior service and accomplishing organizational goals.  Alma Hobbs, Ph.D. Dean/ Administrator  There are only a few excellent teachers in the world of Diversity and Dr. Guillory is one of them. I felt that I had the ability to mesmerize an audience until I experienced one of his sessions. Not only is he brilliant but he has the charm, personality and expertise to take on CEO \'s, CFO \'s as well as those who considers themselves to be  legends in their own minds , no matter their positions. He has the ability to disarm a non believer in a respectful way leaving even the non believer wanting more of his wisdom.  Bill, thanks for not giving us just what we wanted, but you gave us what was needed. Sometimes the hardest pills to swallow are the ones that are needed most. Your influence here at Amgen will be felt for years to come. We are in a much better position now to embrace difference and diversity than ever before, thanks to you and your team. I look forward to a continuing relationship with you and Innovations International, Inc.  Ted Bagley Vice President Human Resources Amgen Pharmaceuticals    ",237);arrFiles[44]=new Array(52,"downloads/pdf_files/Press Kit 2007.pdf","9 Jul 2007","Press Kit 2007","","","William A. Guillory, Ph.D. Dr. William A. Guillory is one of the most dynamic transformational speakers, and conference and seminar facilitators of our time. He speaks to subjects that are at the forefront of our thinking, such as  The Seven Principles of Cultural Compatibility,   The New Leadership for the 21st Century,   Work-Life Quality, Balance, and Integration,   Diversity­The Unifying Force of the 21st Century,   Living Without Fear­Redefining Our Way of Living,  and other related topics involving personal and organizational transformation. Dr. Guillory is an authority on diversity, empowerment, leadership, creativity and innovation, and quantum-thinking. His most recent cuttingedge program involves  Leading and Managing During Turbulent Times,  and  Achieving Work-Life Quality, Balance, and Integration.  Bill \'s published books include:  Realizations,   It \'s All An Illusion,   Destined to Succeed,   Empowerment for High-Performing Organizations,   The Living Organization­Spirituality in the Workplace,   Tick Tock! Who Broke the Clock­The Power of Work-Life Integration,  and his most recent publications,  The FuturePerfect Organization,  and  Animal Kingdom­A Diversity Fable.  Prior to founding the consulting firm Innovations International Inc., Dr. Guillory was a physical chemist of international renown. He has lived, studied, and lectured in England, France, Germany, Japan, Switzerland, Poland, Mexico, Puerto Rico, Singapore, Hong Kong, and China. He has authored over 100 publications and several books on the application of lasers in chemistry and was Chair of the Department of Chemistry at the University of Utah. Dr. Guillory received his B.S. from Dillard University in New Orleans, his Ph.D. from the University of California at Berkeley, and was a National Science Foundation Postdoctoral Fellow at the Sorbonne in Paris. His distinguished awards and appointments include an Alfred P. Sloan Fellowship, an Alexander von Humboldt appointment at the University of Frankfurt, a Ralph Metcalf Chair at Marquette University, and the Chancellor \'s Distinguished Lectureship at the University of California at Berkeley. Dr. Guillory has presented over 4,000 seminars throughout North and South America, Great Britain, Europe, Mexico, Asia Pacific, and Canada. He has facilitated seminars for over 300 corporations, including the senior management of American Airlines, Amgen, Amoco, Avon, ChevronTexaco, DaimlerChrysler, Dow Chemical, Eastman Kodak, Electronic Data Systems, Hewlett Packard, Keebler, Kellogg, Lockheed Martin, Los Alamos National Laboratory, Merck, Northrop Grumman Corporation, Proctor & Gamble, Qualcomm, Sandia National Laboratories, Texas Instruments, TDIndustries, and many other Fortune 500 companies.  Available at www.amazon.com or a n y of your local bookstores  Innovations Consulting International, Inc. 310 East 4500 South, Suite #420 Salt Lake City, UT 84107 Email: innovationsintl@qwest.net PH: (801) 268-3313, FX: (801) 268-3422    Selected Speeches and Conferences 2007  January 15, 2007--Rochester Area Chamber of Commerce Rochester, MN MLK Keynote Speech: Spirituality and Leadership--The Essential Elements for Creating Culturally Compatible Living Environments February 1, 2007--Inova Health System Falls Church, VA Keynote Speech: Leading in the 21st Century February 13, 2007--Walt Disney Imagineering Glendale, CA Presentation: Quantum-Thinking--Developing Higher-Order Creativity and Innovation February 14, 2007--Walt Disney Theme Parks and Resorts Glendale, CA Keynote Speech: The Power of Collaboration March 13, 2007--Walt Disney Theme Parks and Resorts Orlando, FL Keynote Speech: Diversity, Inclusion, and High Performance March 29, 2007--AMGEN Thousand Oaks, CA Workshop: The Power of Teaming: Cooperation, Collaboration, and Cross-Functional Integration May 11, 2007--Integrative Health Network Salt Lake City, UT Keynote Speech: Health, Wellness, and Spirituality June 20, 2007--Black MBA Association of Southern California Los Angeles, CA Panel Discussion Moderator: Diversity in the 21st Century    Selected Speeches and Conferences 2007  June 29, 2007--Greenleaf Servant- Leadership International Conference Dallas, TX General Session: Spirituality and Servant-Leadership July 8, 2007--American Healthcare Radiology Administrators Orlando, FL Presentation: Developing a Culturally Competent Imaging Team to Maximize Operational Performance September 12, 2007--SHRM Intermountain Conference Salt Lake City, UT Keynote Speech: Diversity, Collaboration, and Leadership November 05, 2007--University of Phoenix National Conference Salt Lake City, UT Keynote Speech: Diversity--the Unifying Principle for the 21st Century    Selected Speeches and Conferences 2006  March 16, 2006--Alabama Gerontological Society Conference Birmingham, AL Keynote Speech: Spirituality in the Workplace Conference Workshop: Creating a Glowing Environment of Compassion, Equality, & Love March 28-29, 2006--American College of Health Care Executives Chicago, IL Conference Workshop: Measuring Success in Diversity Efforts April 4-5, 2006--HR Houston Conference Houston, TX Conference Workshop: Creating an Inclusive, High Performance Culture Conference Workshop: The FuturePerfect Organization--Leadership for the 21st Century May 7, 2006--American Society for Training and Development (ASTD) Dallas, TX Conference Workshop: The FuturePerfect Organization--Leadership for the 21st Century May15-17, 2006--Virginia State University Virginia Beach, VA Conference Workshop: Presentation and Strategic Planning Retreat June 6, 2006--Western Extension Leadership Development Program Portland, OR Conference Workshop: Empowered Leadership--Creating High Performance June 19, 2006--Disney ABC Media Networks Burbank, CA Conference: Creating Cultural Competence in Media Networks Businesses July 21, 2006--Oncology Nursing Society Pittsburgh, PA Keynote Speech: Creating an Inclusive & Inviting Environment for All Society Members September 26, 2006--Washington State University Extension Spokane, Washington Conference Workshop: Leadership, Diversity, and High Performance    Selected Speeches and Conferences 2006  October 12, 2006--Utah American Society for Training and Development (ASTD) Salt Lake City, UT Keynote Speech: The FuturePerfect Organization--Leadership for the 21st Century October 19, 2006--Delaware State University Dover, DE Conference: Building Effective Partnerships Keynote Speech: The Power of One--Cooperation, Collaboration, and Cross-Functional Networking October 24-27, 2006--HR.COM Las Vegas, NV Conference Workshop: The FuturePerfect Organization--Leadership for the 21st Century Nine Hour Conference Workshop: Creating an Inclusive, High-Performance Organization Round Table Workshop: The Power of Work-life Integration November 15, 2006--Multicultural Development Center Annual Conference Bloomington, MN Webcast: Spirituality and Religion in the Workplace November 3, 2006--Salt Lake Community College Salt Lake City, UT Interactive Presentation: Today \'s New College Graduate: Technically Competent--Professionally and Socially Inept November 20, 2006--Alternative Medicine Summit Salt Lake City, UT Keynote Speech: Spirituality, Health, and Wellness    Selected Speeches and Conferences 2005  January 25, 2005--Veteran Administration Advisory Board Atlanta, GA Conference Workshop: Diversity ­ The Competitive Advantage Reference Contact: Rosalyn Cole/ Phone (202) 273-8963 February 14, 2005--Bronson Healthcare Leadership Symposium Kalamazoo, MI Retreat: Cultural Competence in Healthcare Reference Contact: Monalisa James/ Phone (269) 341-6515 February 16, 2005--University of Pittsburgh Health Sciences Department Pittsburgh, PA Keynote Speech: Diversity and Cultural Competence in Healthcare Reference Contact: Linda S. Kalcevic MLIS/ Phone (412) 624-3608 February 23, 2005--Institute for Diversity Webcast Keynote Speech: Disparities in Healthcare Reference Contact: Rupert Evans/ Phone (312) 422-1690 March 28-30, 2005--Jackson State University Jackson, MS Conference Workshop: Creating and Environment of Academic Excellence for Students and Faculty Reference Contact: Dr. James Perkins/ Phone (601) 979-2024 April 12-13, 2005 --2005 Gulf Coast Symposium on Human Resource Issues Houston, TX Conference Workshop: Tick Tock!...Who Broke the Clock?-- The Power of Work-Life Integration Reference Contact: Kathy Metcalf/ Phone (281) 996-7879 April 18-19, 2005--Virginia Extension Conference Roanoke, VA Workshop ­High-Performance Teaming Keynote Speech: FuturePerfect Leadership for the 21st Century Reference Contact: Dr. Patricia Sobrero/ Phone (540) 231-5299    Selected Speeches and Conferences 2005  May 13, 2005--Oklahoma HR Symposium Tulsa, OK Keynote Speech: The Power of Work-Life Integration June 3, 2005--The 15th Annual International Conference of the Robert K. Greenleaf Center for Servant--Leadership Practicing Servant Leadership Indianapolis, IN Conference Workshop: Cultural Competence­An Advanced Course in Diversity Reference Contact: Michele Lawrence/ Phone (317) 262-8100 June 14, 2005--Trinity Healthcare Detroit, MI Retreat: The Business of Diversity at Trinity Health Reference Contact: Jay Morris/ Phone (248) 489-1626 June 20, 2005--Volunteers of America: Look Up and Hope...Renewing Our Promise To America Alexandria, VA Keynote Speech: Leadership for Uncertain Times--The FuturePerfect Organization Reference Contact: Laverne Campbell/ Phone (800) 899-0089, ex.5071 June 22, 2005--Center For Disease Control Montgomery, AL Satellite Broadcast: Building Cross-Cultural Partnerships in Public Health Reference Contact: Steve Seitchik/ Phone (717) 787-5900    References for Keynotes and Conferences  Ms. Jessie McCain Vice President of Human Resources and Board Member TDIndustries Phone: 972-888-9505 Jessie.mccain@tdindustries.com Susan D. Woods-Carlson Director, Senior Adult Services Gateway Family Counseling Phone: 205-328-6557 swoods-carlson@gway.org Linda Marie Manton Director University of California ANR Central Valley Region Kearney Research and Extension Center Phone: 559-646-6531 or 6543 lmmanton@uckac.edu Mr. Ted Bagley Vice President of Human Resources Amgen, Inc. Phone: 805-447-4050 tbagley@amgen.com Dr. Alma Hobbs Dean, School of Agriculture Administrator, 1890 Program Virginia State University Phone: 804-524-5260 ahobbs@vsu.edu Joyce Henderson, Ed. D. Professor of Business and Management University of Maryland Phone: 301-585-9329 JHen816@aol.com    Publications by William A. Guillory, Ph.D.  Realizations The Business of Diversity The Global Manager It \'s All an Illusion EMPOWERMENT for High-Performing Organizations Destined to Succeed The Guides Rodney--The Children \'s Series Rodney Goes to the Country--The Children \'s Series The Living Organization--Spirituality in the Workplace Living Without Fear Tick Tock!...Who Broke the Clock? The FuturePerfect Organization--Driven by Quantum Leadership    Areas of Expertise  William A. Guillory, Ph.D.  Each keynote speech, conference presentation, or workshop is uniquely designed around the theme of a conference or retreat. Dr. Guillory involves in-depth collaboration with the host organization to jointly design presentations that uniquely fit their needs, audience, and time frame for maximum impact. The areas where Dr. Guillory has both in-depth knowledge and published books are the following:  Leadership  These speeches and presentations focus on leadership principles and practices for successful organizations in the 21st Century. One of the most forward-thinking ideas is based on his books The FuturePerfect Organization--Leadership for the 21st Century.  Diversity, Inclusion, and Cultural Competence  These speeches and presentations focus on viewing diversity as an inherent part of the human condition. It seeks to show how differences can be positively harnessed to not only create unlimited creativity and innovation, but also cultural compatibility and inclusion. Diversity is the ultimate business competitive advantage. His books that reflect this area of expertise are Diversity, Inclusion, and High Performance and Animal Kingdom--A Diversity Fable.  Spirituality in the Workplace  These speeches and presentations are based upon defining what spirituality uniquely means to each of us and learning how to make it a part of our day-to-day living, both at home and the workplace. This concept is reflected in Dr. Guillory \'s book Spirituality in the Workplace.  Work-Life Quality, Balance, and Integration  These speeches and presentations are based upon knowing one \'s innermost values as a basis for establishing work-life quality, balance, and integration; and in Dr. Guillory \'s co-authored book Tick-Tock...Who Broke the Clock--Workplace Integration.  Empowerment, High Performance, and Performance Management  These speeches and presentations focus on the power of individuals and teams in realizing and developing, fully, their performance capacity. The concepts and workshop exercises create transformative experiences for the attendees and participants, reflected in Dr. Guillory \'s co-authored book Empowerment for High-Performing Organizations.    Areas of Expertise  William A. Guillory, Ph.D.  Creativity and Innovation  These conference presentations and workshops focus on accessing one \'s creative consciousness as the source of creativity. New, breakthrough creative techniques that are taught include: sleep-state creativity; creative visualization; mind-mapping; subliminal creative programming; creative brainstorming; and the four-step innovation process. Dr. Guillory \'s presentations can be flexibly adapted to the business world, education, healthcare, as well as other areas of interest.    Testimonials   We asked Bill to facilitate a session at our national conference and he was the hit of the break out sessions. Even when the participates packed the room to over standing room only capacity, Bill held the attention and gave each of our managers great knowledge they could take back and use! Not only did he engage each person throughout the session, but he also had books and great handouts they were able to take back and share with those who were not able to attend the conference. Thanks Bill for making the meeting planners for the conference look so good and for sharing your knowledge with our managers in order to make them more effective.  Kind regards, Joyce Henderson, Ed. D. Professor of Business and Management University of Maryland  Thank you once again for being such a wonderful presenter/facilitator. Our faculty and staff found both workshops you presented inspiring and uplifting. When our faculty and staff attended the first workshop, they were not functioning as a highly effective, highly performing work team. In the year between the first workshop and the second, our faculty and staff have become better team players, and interact with each other in a more honest and professional manner. We developed a powerful mission and vision statement that people still keep posted in their offices. Your presentations were powerful, enabling, and exciting. The group began using the tools and techniques immediately after the seminars to become more accountable, effective and efficient. We still reference your workshops, and we are most appreciative of how they helped bring our group together.  Sandra A. Zaslow Department Head and State Program Leader Family & Consumer Sciences NC State University    Testimonials   I have been fortunate to collaborate with Dr. William Guillory the past few years. He has presented at leadership training programs, which I have been responsible. His knowledge and wealth of information in the leadership arena is outstanding and one of the best I have experienced . Linda Marie Manton, University of California Cooperative Extension Regional Director.* University of California ANR Central Valley Region Kearney Research and Extension Center  *Title is used for identification purposes only. The author speaking on her own behalf and not on the behalf of the University of California.   On every occasion I have had to use the services of Innovations Internationals they have provided outstanding services related to strategic planning and diversity training. They are extremely well-suited for assisting organizations in accomplishing their intended goals. Indeed, I have been pleasantly impressed with their ability to advance the School of Agriculture \'s agenda. I can readily recommend their company as a resource for providing superior service and accomplishing organizational goals.  Alma Hobbs, Ph.D. Dean/ Administrator  There are only a few excellent teachers in the world of Diversity and Dr. Guillory is one of them. I felt that I had the ability to mesmerize an audience until I experienced one of his sessions. Not only is he brilliant but he has the charm, personality and expertise to take on CEO \'s, CFO \'s as well as those who considers themselves to be  legends in their own minds , no matter their positions. He has the ability to disarm a non believer in a respectful way leaving even the non believer wanting more of his wisdom.  Bill, thanks for not giving us just what we wanted, but you gave us what was needed. Sometimes the hardest pills to swallow are the ones that are needed most. Your influence here at Amgen will be felt for years to come. We are in a much better position now to embrace difference and diversity than ever before, thanks to you and your team. I look forward to a continuing relationship with you and Innovations International, Inc.  Ted Bagley Vice President Human Resources Amgen Pharmaceuticals    Testimonials   Dear Bill, On behalf of the Washington State University Extensions County Directors, I want to thank you for your thought provoking presentation at our County Directors \' annual meeting. I heard very favorable comments about the presentation. I think your passion and thoroughness on the topic clearly made an impression. Your ability to integrate anecdotes from your own eclectic background lent richness to your presentation. I also appreciate your generosity in providing participants material on leadership.  Sincerely, Douglas M. Stienbarger Director, WSU Clark County Extension  Dr. Guillory brilliantly combines genius with down-to-earth caring and desire to make the world a better place! His skill as a speaker brings his audience in and leaves them wanting to hear more. He is adept at addressing topics others would not touch and generating dialogue that makes his audiences look deep inside at what they really believe.  Susan Woods Director, Senior Adult Services Gateway Family Counseling    Personal Testimonials  Bill and I go to breakfast about once a week. Today we were scheduled to have breakfast, but due to our busy schedules, we couldn \'t make it. I had some things I wanted to say to Bill so I thought I \'d send him an email. If you know Bill, you know he is an expert in the field of leadership, diversity, creativity and spirituality. I have the advantage of being able to talk to Bill about these subjects each week at Breakfast. Over the years, some of the things Bill has taught me have sunk in and they have helped transform me as a person and they have also helped transform my company. I wanted to share with Bill how his patient mentoring has paid off for me and ZDocs (my company) and I think I am now beginning to see how living spiritually and creatively can be implemented into specific business tactics. The first experience I wanted to share is that during one of our first breakfasts, Bill told me that it is a vendor \'s job to help its customers be successful AND it is the customer \'s job to help its vendors be successful. I bought into that concept immediately and the specific business tactic I employed was to start developing strategic partnerships. Over the last couple of years, ZDocs has developed several mutually benefiting strategic partnerships. About four months ago, we hit pay dirt. A customer with the potential to double our company overnight met with me and during the discussion it became clear that what this customer really wanted, besides a reliable printing company, was a company that would work with them to develop new accounts. I told them that we believed in strategic partnerships and that we would be happy to work with them. We closed the deal in less than two weeks! One of the first things we did was to build this customer a website and then show them how to effectively promote that site. This site just received a bid to produce 4 million books. Then last week we had the opportunity to meet with a publishing company that has the potential to triple ZDocs \' revenue. I realized we couldn \'t close the sale without our customer \'s expertise so I took my customer with me to the appointment. We are very close to closing this sale and if we do, the new account will be our customer \'s account and then ZDocs will provide the supporting services.    Personal Testimonials  Without mutual trust, two separate companies cannot work this closely together. And building mutual trust is a spiritual skill. I can \'t think of any other way to explain it. This experience has taught me the value of spirituality in the workplace first hand. The second experience I wanted to share is an internal experience. Some of my employees are Wal-Mart haters. They seem to think that corporations should be more caring and supportive of their employees and the community. And on one level I agree. In fact, being a compassionate company is part of living spiritually in the workplace in my opinion. But a company can \'t be compassionate unless it is profitable. So one day during our Friday lunch meeting, I asked the question,  Should a company be compassionate?  I got mixed answers, but from the Wal-Mart haters I got a resounding Yes! Then I asked the employees how a company could be compassionate if it wasn \'t profitable. I got blank looks from those Wal-Mart haters. This discussion helped us all realize that for the most part we all shared a common value that a company should be compassionate to its employees and its community, but that in order to be compassionate, the company had to be a high-performing company. All concepts Bill taught me while eating scrambled eggs and toast. My intent with this message today is not to just tell everyone how great Bill is. My goal is to relate some real life experiences about how the concepts Bill talks about can have a huge impact on a company \'s bottom line and do so in a spiritually fulfilling way. Thanks Bill for everything. Phil Davis President and CEO ZDocs    ",225);arrFiles[45]=new Array(53,"downloads/pdf_files/spirit_ch1.pdf","9 Jul 2007","Spirit 1","","","ChapterOne  The Living Organization-- Creatively Adapting to Accelerated Change   The law of natural selection applies to organizations in today \'s constantly changing business environment. In other words, those that learn to continually adapt, survive.  The Author Introduction A Living Organization is one that continually adapts to its changing business environment. Adaptation occurs as a result of individual and organizational transformation. Transformation is an irreversible change in the mind-set of an organization \'s leadership and employees that sets the stage for continuous improvement and often a new way of operating. Such change commonly results in an organization redefining its vision, strategy, and performance expectations. An organization \'s drive to continually change is similar to the adaptive nature of biological organisms that evolve over time. And, as is true for biological organisms, those organizations that do not learn to adapt, usually become extinct.  The Living Organization ChapterOne Page 1    William A. Guillory  This chapter will discuss the four Darwinian characteristics of Living Organizations and show that, particularly during crisis, these characteristics are key to an organization \'s ability to survive and prosper. The chapter will also show how Living Organizations endure over time through adaptation, empowerment, and high performance. What is a Living Organization? The key characteristic of a Living Organization is its ability to continually transform in response to the changing business environment. For example, in the mid1980s it became clear to many business leaders that operating an organization according to the previously acceptable  command and control  style was no longer competitive. This way of operating had simply become too slow, inefficient, and resistant to change to keep up with the complexity of accelerated change experienced by most companies. In response to that realization, proactive organizations began the significant integration of high employee involvement, teamwork, and empowerment into their management practices. For instance, Frank Marchand, the vice president of sales for the Canadian subsidiary of a major U.S. oil conglomerate, found himself faced with declining market share. Frank \'s parent company had always operated in the traditional hierarchical manner. In spite of the fact that his subsidiary operated in a similar manner, Frank had never really believed that control management was the most effective way to get the best from people. Now, however, faced with declining market share, Frank knew that he had to significantly change his operation.  ChapterOne Page 2 The Living Organization    The Living Organization ­ Spirituality in the Workplace  After considerable thought, Frank decided to make a proposal to the parent company that involved a two-year commitment to the implementation of high employee involvement processes. In preparation for his presentation to the corporation \'s senior leadership, he developed a comprehensive plan for reducing hierarchy, providing training, and developing sales teams. He also suggested in his proposal that giving employees and sales representatives greater autonomy would not only result in the company regaining its market share, but would also create new business opportunities as well. Although the corporate leadership was not totally comfortable with the new management philosophy Frank was recommending, they accepted his proposal anyway--primarily because of his outstanding record of success in sales. Frank was excited about the approval of his proposal. The implementation of his plan began with a comprehensive 360o Executive Assessment. As it turned out, an important result of the assessment was that many of Frank \'s senior managers were surprised by the employee feedback they received. They were unaware of the counterproductive impact their management style had on the attitude and performance of their employees. Another crucial part of the 360 o Assessment was a one-on-one facilitation provided by an external consultant who addressed interpersonal issues that had been identified by the employee feedback. Each executive was then responsible for creating a plan to resolve these interpersonal issues, in addition to any performance issues that may have been identified. Frank \'s division immediately began implementing the various executive plans supported by the new high involvement management style. Not surprisingly, the receptivity to Frank \'s  The Living Organization  ChapterOne Page 3    William A. Guillory  program was very positive. During the first year, sales, morale, and overall performance increased dramatically. By the end of the second year, his organization exceeded their sales goals. Eventually, Frank \'s mode of operation began to cause a strain between himself and the corporate president of sales. This conflict was probably inevitable since their basic philosophies of management were diametrically different. Frank favored high employee involvement while the corporate president in the U.S. favored a more hierarchical style. As the president gradually imposed more severe restrictions on Frank \'s operation, his organization \'s sales started to decline. Key managers who believed in Frank \'s way of running the business began to leave, further accelerating the decline of the operation. When it became clear that this dilemma was unresolvable, Frank resigned. From a long-term perspective, this story would appear to be an example of how adaptation did not work. But Frank conveyed to me an important realization in retrospect.  The real value of what we accomplished in those two years was the degree of personal and professional growth realized by each individual in the organization,  he said. In fact, one of the statements Frank made in his resignation speech to his employees was,  You people are empowered, so I \'m not worried. You can look after yourselves.  It is worth noting that the employees who did leave were able to get significant positions in other organizations throughout the world. The growth and self-confidence they acquired under Frank \'s program far exceeded what they had accomplished when managed by the hierarchical system that previously existed.  ChapterOne Page 4  The Living Organization    The Living Organization ­ Spirituality in the Workplace  Frank later recounted that he had experienced a major realization about himself during his own one-on-one facilitation. He had begun to view himself as being driven by a purpose greater than simply meeting and exceeding sales goals. Indeed, he discovered that his overriding objective was to create an environment where his employees had the opportunity to become fully functional, capable, and self-confident individuals. Since he had clearly accomplished this objective, Frank considers the two-year program a huge success. Frank Marchand also learned that his natural desire to facilitate the empowerment of others originated from an inner dimension of himself that he describes as spiritual. Through this experience he also came to realize that  spirituality  is probably the source that inspires most of us to live consistent with our life purpose. The prevailing question that drives the evolution of a Living Organization, is the same question that Frank had asked himself in response to his company \'s declining market share, which is:  How do we continually adapt to accelerated change?  If the answers to that question reveal outdated processes, products, or services within one \'s organization, then significant changes may be appropriate or necessary. Quite often, as Frank \'s example demonstrates, the changes required may result in both personal and collective transformation while simultaneously achieving the organization \'s business objectives. Perhaps the greatest phenomenon impacting organizational change and adaptation are the advancements in information technology. These advancements have revolutionized business marketing (on-line sales), communication (E-mail), and the delivery of consulting services (computer-assisted learning). A specific illustration of how empowerment and information technology  The Living Organization ChapterOne Page 5    William A. Guillory  transformed the delivery of one company \'s consulting services is presented in the following case study. Innovations International--How Do We Make Ourselves Desirable but Unnecessary? In 1994, Innovations International, a well-established consulting firm, decided to reinvent itself. After reviewing some of its ongoing research, the company \'s leadership reached the conclusion that the education and training market was going to be significantly affected by the development of new information technology. Some of the major benefits for clients who receive organizational education and training included: reduced costs, greater flexibility, decentralization, and greater control for employees. These factors led Innovations to reassess their philosophy of delivering training products and services and prompted the company leadership to ask the following questions: 1 ) How necessary are external consultants for an effective training process to occur? 2 ) Can in-house consultants and line managers deliver training as effectively as outside experts? 3 ) What if we designed our training and development programs to ensure our customers \' success? The responses to these questions forced the Innovations team to realize that in-house people are just as capable as external consultants in delivering a creatively designed,  user-friendly  program; and, because of their personal experiences, in-house people are often more credible.  ChapterOne Page 6 The Living Organization    The Living Organization ­ Spirituality in the Workplace  Prompted by the responses to the questions above, the team then asked themselves an even more challenging question: 4 ) How does a consulting firm design programs to make it \'s own external consultants unnecessary? Upon seriously considering this fundamental issue, the team came to the conclusion that any mature seminar program can be converted into a self-paced product, such as a video program or computer-assisted learning (CAL) program. Through additional research and more in-depth experimentation, the company also learned that CALs can be effectively used either as a single-user or group-user program. Perhaps even more importantly for their clients, however, the Innovations team also confirmed that this approach could indeed be effectively implemented by in-house personnel and line managers --as long as they were properly trained. Today, Innovations is a growing product-oriented company that is based upon a permanent foundation of new innovative seminars, measurement instruments, and consulting services. In response to the changing business climate, the company altered its approach to seminar design and presentation--from customer dependency to customer empowerment. Consistent with their change in business focus, Innovations created a new strategic plan--one that is not set in stone, but instead is constantly changing as the company receives market and customer feedback. An organization \'s ability to be agile and flexible in response to change is an example of how the adaptation process successfully plays out in business. This case study demonstrates the very essence of creative adaptation--the willingness to question the most  The Living Organization  ChapterOne Page 7    William A. Guillory  fundamental assumptions about one \'s business operations, in anticipation of change! The Essence of Adaptation As illustrated by the Innovations case study, the essence of adaptation is based upon continually asking oneself the following questions with respect to the business market: 1) 2) 3) 4) 5) 6) 7) 8) 9) Who are we? Why do we exist? What is our defining character or heritage? What is our vision? How do we express our vision (in products or services)? Who is our customer? How do we market and sell our products and services most effectively? How do we exceed our customers \' expectations? What is our most productive system of operation?  10) How do we care for our people? 11) How do we integrate humanistic practices with sound business functioning? Brainstorming these questions on a regular basis is an excellent way to keep pace with change--or to even anChapterOne Page 8 The Living Organization    The Living Organization ­ Spirituality in the Workplace  ticipate it. The regular application of this process can also prevent the necessity of adaptation driven by crisis. Notable examples of organizational adaptation due to necessity that occurred in the 1990s are IBM and Eastman Kodak. IBM underwent a change in leadership, a redefinition of the corporation, and the creation of a new business strategy in 1993. This change was principally triggered by a decline in market share and profitability that was approaching the critical point. The most dramatic internal adjustment required was their transformation from a traditional, slow-response culture, to one focused on speed and service. Although IBM was again profitable by 1996, it should not go unnoticed that a critical part of their strategy included the elimination of 35,000 jobs. Now, however, after having changed the mind-set and business practices of the corporation, IBM is again a leader in its field. Eastman Kodak provides a less traumatic example of adaptation that occurred when the company changed its leadership in 1994. At that time, George Fisher, formerly President & CEO of Motorola, stepped in to run the company. Concurrent with this change in leadership, Kodak redefined its mission in response to the rapidly changing global environment. The new mission statement, as shown on the following page, is an example of a company \'s commitment to excellence in response to accelerated change.  The Living Organization  ChapterOne Page 9    William A. Guillory  Eastman Kodak Company \'s Mission  We will build a world-class results-oriented culture based on our five values; Respect for the Individual, Uncompromising Integrity, Trust, Credibility, and Continuous Improvement and Personal Renewal through which we will grow more rapidly than our competitors by providing customers and consumers with solutions they want to capture, store, process, output, and communicate images to people and machines anywhere, anytime. We will derive our competitive advantage by bringing differentiated, cost-effective solutions--including consumables, hardware, software, systems, and services-- to the marketplace quickly and with flawless quality through a diverse team of energetic employees with the world-class talent and skills necessary to sustain Kodak as the World Leader in Imaging. In this way, we will achieve our fundamental objective of Total Customer Satisfaction and our consequent goals of Increased Global Market Share and Superior Financial Performance.  Change or Die! Unfortunately, the greatest impetus to change for most organizations is necessity. Whether it is a crisis or more traumatically, the  burning platform,  the reality of today \'s world is:  change or go out of business.  Measurable business indicators that signal crisis or sound the alarm in regard to the  burning platform  are: decline in market share, revenues, productivity, employee morale, and quality of work life. Most of all, the decline of a business is due to a lack of visionary leadership.  ChapterOne Page 10 The Living Organization    The Living Organization ­ Spirituality in the Workplace  Organizations that are more prone to experience the indicators listed above are: those that have had exclusive services, monopolies, or patented products. Examples include communications services and public utilities, as well as government agencies and subsidies. In essence, these organizations have operated uncompetitively for years. And although a company may intellectually prepare for the loss of an exclusive service or a patent, the r e a l i t y of such a loss is usually more traumatic than anticipated. This is particularly true when an organization loses its market share to competing organizations. This loss of subsidized revenue or market share is comm o n l y due to a lack of financial accountability or the undercutting of established prices by the competition. When faced with these kinds of challenges, adaptive organizations renew their sense of commitment and dedication. They adopt a willingness to change driven by a d e s i r e to survive and prosper. The recent challenge faced by The National Scientific Laboratories is an illustration of how these government supported agencies adapted to such a situation. The Laboratories are principally funded by the Departments of Defense, Energy, and Commerce. When funds normally available to operate these research facilities were cut, they were faced with a crisis. A major transformation in their mind-set was necessary for their continued existence. This transformation involved the realization that while basic research was necessary, it was no longer sufficient, on its own, to justify year-to-year funding. It was also necessary for the laboratories to generate products and services of value to their  subsidizers,  the taxpayers. As a result, an additional mission was established by the federal government. It is  to  The Living Organization  ChapterOne Page 11    William A. Guillory  enhance America \'s industrial effectiveness by performing research for useful civilian applications.  In response to the new mission, The Oak Ridge, Tennessee, National Laboratory (called X-10), in collaboration with local Knoxville hospitals, discovered a 99% accurate laser technique for detecting colon cancer. The previous procedure required an intrusive surgical operation. In a like manner, the Laboratory \'s support staff was challenged with operating more productively with fewer resources. They were also required to learn a customer service attitude much like that of the profitdriven business world. The consequence of not adopting these changes in performance and attitude, in a relatively short time frame, was downsizing. Unfortunately, in this case, downsizing occurred in spite of their efforts. The successful adaptation of the Oak Ridge facility and most of the other National Laboratories in response to decreased funding is a classic example of how resilient and talented people can be when they are committed, dedicated, and willing to change. The stories of IBM, Kodak, and The National Scientific Laboratories reveal critical characteristics that Living Organizations tap into when faced with either survival or adaptation. These characteristics are synonymous with the four Darwinian principles of living systems discussed in the following section.  ChapterOne Page 12  The Living Organization    The Living Organization ­ Spirituality in the Workplace  The Four Darwinian Principles of Living Systems-- Characteristics for Adaptation Like biological systems, change within a business environment is driven by an innate consciousness for adaptation. The principles of adaptation for Living Organizations are strikingly similar in operation to the four Darwinian principles of living systems. Within a specific living (or business) system: 1 . All species display natural variation. Businesses selling the same products or services have distinct differences. For automobile manufacturers, examples of this principle would include Lexus, Infinity, BMW, Chrysler Concorde, and Cadillac Deville. Other industries with their own similar comparisons are airlines, computer manufacturers, software developers, healthcare providers, and public utilities. 2. The number of offspring produced far exceed the number that will survive into adulthood. In general, eighty percent of all new businesses are unsuccessful. More than fifty percent of the Fortune 500 companies from twenty years ago do not exist today. 3 . Some offspring are better at adapting to their habitat (business environment) than others. Examples include: Boeing, Toyota, Compaq, Microsoft, Primary Children \'s Medical Center of Salt Lake, and Texas Utilities Electric of Dallas, Texas. 4 . The better-adapted organisms transmit part of their ad a p t a t i o n characteristics to their offspring.  The Living Organization  ChapterOne Page 13    William A. Guillory  T h e s e transmitted characteristics become the d ef i n i n g character or philosophy that evolves within an organization and endures over time. Using these principles as a template for successful adaptation, the four characteristics that follow derive from each of the statements above are: uniqueness, perseverance, acclimation, and heritage. These are exemplified below for various types of organizations. Uniqueness--a distinguishing quality that separates an organization from similar-looking competitors. For example, each of the companies listed below distinguish themselves within their respective industries as follows: Boeing ­  Leading-edge pioneers in aircraft design  Toyota ­  High quality, low-repair automobiles  Hewlett Packard ­  Innovation  Microsoft ­  User-friendly software  Apple Computer ­  User-friendly computers  Primary Children \'s Medical Center ­  The child first and always  Perseverance--The will to succeed, no matter what difficulties or obstacles are encountered. For example: Boeing is succeeding in spite of increasing competition from global aircraft producers. Toyota succeeds in spite of high import charges leading to increased sticker prices.  ChapterOne Page 14 The Living Organization    The Living Organization ­ Spirituality in the Workplace  Hewlett Packard is streamlining production and inventory of high-demand printers. Microsoft continues to produce quality performing products in mass demand. Apple Computer is persisting and succeeding while competing in a dominant personal computer world. Primary Children \'s Medical Center is maintaining quality service while experiencing steadily increasing costs. Acclimation--an ability to continually adapt and contribute to the changing business system. Some examples of acclimation are: Boeing designs and produces the next generation aircraft to serve a specific market need. Toyota increases quality, lowers repairs, and maintains high trade-in value. Hewlett Packard continues to lead in the laser printer field and in new innovation. Microsoft introduces Windows 98 and NT. Apple Computer creates new leadership, a new strategy, focused products/markets, and new partnerships. Primary Children \'s Medical Center reengineers the total hospital operation. Heritage--a defining character or philosophy that is synonymous with an organization \'s people, products, and  The Living Organization  ChapterOne Page 15    William A. Guillory  services, and subsequently passed to succeeding generations: Boeing ­  The acknowledged leader in aviation  Toyota ­  Exceptional quality automobiles and customer service,   The relentless pursuit of perfection  Hewlett Packard ­  Creativity and innovation  Microsoft ­  Aggressive mass market penetration  Apple Computer ­  Leading-edge computer and software innovations  Primary Children \'s Medical Center ­  Compassion for children  These four characteristics of Living Organizations ensure their adaptability over time. They are such an ingrained part of their respective cultures that they are rarely, if ever, questioned. Living Organizations Are Empowered Although Living Organizations do experience the  ups and downs  of the business cycle, they are profitable, productive, and employee-supportive over time. These three criteria define an empowered organization.2 Each of these criterion is specific, definable, and measurable, and is discussed in turn below. A profitable organization produces more valueadded products and services than the capital necessary to operate that organization. Living Organizations ex-  ChapterOne Page 16  The Living Organization    The Living Organization ­ Spirituality in the Workplace  perience an interesting dilemma with respect to profitability. On one hand, profitability is a requirement for survival and, on the other, survival is often dependent on promoting the success of other companies through partnerships. An example of how this dilemma can be resolved is demonstrated by the experience of Lester Washington, President and CEO of Engineering Dynamics. Lester, an African American male, earned his undergraduate degree in electrical engineering from Howard University and a graduate degree from the Harvard Business School. Upon graduation from Harvard, Lester started his own company that served as a manufacturing supplier. He quickly realized that his company \'s long-term success was dependent upon networking with other similar or competitive companies, as well as those he sought to serve. As his company struggled through the first two years, it was kept solvent by network leads and recommendations. When the diversity effort of a major photographic company began to emphasize partnerships with small minority-owned businesses, Lester was able to secure a major strategic alliance as a sole provider. This partnership agreement involved a five year contract. Based on his company \'s exceptional service, the photographic company suggested that Lester expand into a new engineering area required by their operation. They offered to assist Lester \'s company in becoming expert in this area as part of their strategic alliance. Lester was excited about the offer to expand his company and the profits that would result. However, upon reflection, he remembered that a person who was a member of his network group was already expert in the new engineering area. Lester was faced with a dilemma:  The Living Organization ChapterOne Page 17    William A. Guillory  accept the new opportunity in his own self-interest or recommend a member of the network who was already expert and successful. Also involved was the ethical issue of giving back to the network for the support he received during the first two years of his business. After serious soul-searching, Lester recommended his network colleague to the photographic company. He felt this decision was in the best interest of his integrity and the network that had sustained him during the difficult times. The photographic company informed Lester that their offer was based upon an interest in expanding minority-owned business opportunities with their company. His network partner was a white male. Still, Lester refused to take the offer and informed his network partner of the business opportunity. What Lester did not know was that this particular individual had highly recommended him for the original contract he had been awarded by the photographic company. When the photographic company, Lester, and his network colleague came together to resolve the impasse, it was agreed that Lester and his network colleague should form a partnership involving the new engineering project. Thus, with his network partner \'s expertise, Lester did not require the assistance of the photographic company in developing expertise in this new area of engineering. As a result, Lester and his company acquired the working knowledge of a new technical area and gained an external partnership that would allow them to expand far beyond what might have come about if he had accepted the original offer. This example is not meant to suggest that an organization should sacrifice profitability to the detriment of their employees and shareholders. However, the over-  ChapterOne Page 18  The Living Organization    The Living Organization ­ Spirituality in the Workplace  riding driving force of successful organizations is to operate in a manner that best serves the customer. In this particular case, it was not necessary to  reinvent the wheel.  In other words, the expertise Lester needed already existed. This situation also provided the opportunity for Lester to test his own integrity in terms of supporting the success of others. This supportive, integritybased mind-set is only possible where scarcity and greed do not exist. Most of all, it is based upon the absence of fear. When fear is absent, spirituality is present. A productive organization generates its products and services in the most cost-effective manner possible. To do so, the organization must continually be improving its processes, products, and services so that profitability is created before these products and services are sold to customers. An interesting illustration of this empowerment criterion is the example of a major aircraft corporation that acquired a contract in 1996 from an air transport consortium. The contract involved the production of 150 airplanes over a six-year period. The company knew before going into this agreement that if they stuck with their then-present production processes, they would lose money on the project. The executive management determined that over the entire six-year period of the contract their internal production processes, such as cycle time, etc., would measurably increase in efficiency. Increased efficiency is synonymous with lower production costs. Thus, over the duration of the project, the company would realize a significant profit. In this sense, productive is synonymous with continuous quality improvement.  The Living Organization  ChapterOne Page 19    William A. Guillory  An employee-supportive organization provides all employees unlimited opportunity for professional development, advancement, and quality of work life. It is also sensitive to the needs of employees when family or work life situations require unusual working arrangements in order to retain a valued employee. An example of such sensitivity is illustrated by Jill Sorensen \'s story. Jill worked for a small retail business in the Midwest. The president, Don Stevens, always believed that his employees were progressive in their thinking. However, when Jill became pregnant, rumors were rampant in the company that she would not return. Since she joined the organization, Jill had been a fast riser. Don had invested considerable time and money in her development. He had always assumed she would be a career employee rather than someone simply filling a job. When Jill informed him that her family came first and that she had decided to leave the company until her baby was two or three years old, Don was faced with an unpleasant dilemma. Don decided that he couldn \'t let someone as talented and valuable as Jill simply walk away. So he offered her an opportunity to work five to ten hours a week, once she had sufficiently recovered from her childbirth experience. Surprised by how much she was valued, Jill accepted Don \'s offer. Two years after her baby was born, Jill had begun to increase her work schedule. Her productivity and management skills also grew steadily. Shortly after her child turned seven, Jill became vice president of operations and began to handle the day-to-day operations of the entire organization. This success story illustrates what it means to be employee-supportive, especially when outdated beliefs and attitudes surface that could lead to the loss of a potenChapterOne Page 20 The Living Organization    The Living Organization ­ Spirituality in the Workplace  tially valuable employee. In this case, it was recognizing that childbearing is a natural part of the family process and that it should be accommodated as part of an employee \'s work cycle. This example also shows how a growing number of empowered organizations are responding to family and work life situations in order to retain highly competent employees. In a rapidly changing business world, they realize that their organization \'s future depends on their ability to be flexible, adaptable, and creative in response to the changing needs of the work force. Profitability, productivity, and employee-supportiveness are the result of practicing and institutionalizing the phrase, people are our most important resource. Living Organizations Are High Performing As living systems transform from generation to generation, they are in a continuing process of becoming high performing. High performance is the process of maximizing the synergy of a system \'s components. In a like manner, the objective of an organization is to become high performing and maintain that level of performance over time. Therefore, a high-performance organization is one that continually leverages the total capacity of its people in achieving its business (or organizational) objectives. It integrates initiatives such as Teamwork, Quality, Work Process Redesign, Environment, Safety and Health, Customer Focus, Diversity, and Empowerment into its day-to-day operation as shown in Figure 1 on the following page.  The Living Organization  ChapterOne Page 21    William A. Guillory  Figure 1.  Diagram of a high-performance organization  The initiatives depicted vertically in Figure 1 are welldefined processes and systems. Each of these is uniquely designed for a given organization. For example, many organizations have implemented their quality initiative based upon the principles and practices of Total Quality Management (TQM). Diversity is the  people factor  and determines how effectively each of the vertical initiatives is implemented--either alone or in combinations. For example, if a cross-functional team is created for improved customer service, such as DaimlerChrysler  ChapterOne Page 22 The Living Organization    The Living Organization ­ Spirituality in the Workplace  platform teams, they automatically integrate the principles and practices learned from their quality initiative. If necessary, they may also institute new reengineered team processes based upon fewer steps as well as t h e extensive utilization of information technology. Implementation is either enhanced or limited in performance depending on how effectively diversity differences are resolved. These differences include how people are (human diversity), how people think (cultural diversity), and how they prefer to do things (systems diversity). Empowerment is common to all of the vertical initiatives in terms of how they are all implemented--high employee involvement. This means that the team is delegated greater authority, within specific guidelines, to produce the team \'s objectives. Leadership operates in a more strategic manner in setting the context, guidelines, and goals to be achieved. The team and leadership also jointly establish accountability measures that must be achieved during the process in order to continually earn the freedom of unmanaged operation. High Performance is Spiritually Driven One organization that exemplifies spiritually-driven high performance is TDIndustries of Dallas, Texas. When this construction firm was faced with going out of business in 1989, its president and CEO, Jack Lowe Jr., was challenged to call upon both his inner strength and the defining philosophy that characterized the organization since its inception:  Our people are our strength.  It was Jack \'s father who started this family-owned business in 1946 and institutionalized humanistic values into its operation. He had also been very active in the integraThe Living Organization ChapterOne Page 23    William A. Guillory  t i o n of the Dallas public school system. Thus, TDIndustries and its philosophy was more than just a business to Jack Lowe Jr., it was his family \'s legacy. At the height of their crisis in 1989, Jack shares that he came to the realization that if the organization was to survive, it would be through the shared leadership of the various business leaders. Each of them would have to examine the depth of their commitment to reversing the trend toward bankruptcy. Jack, along with others, invested his lifetime savings as an example of his faith and commitment to the organization \'s success. In addition, TDIndustries employees were offered stock in the company in exchange for their retirement funds in order for the company to secure the necessary working capital during this turbulent period. Jack asked each of the business leaders to come up with plans for how their business units could more effectively respond to the radical changes occurring in the construction industry. In response, they each created aggressive plans for reinventing their respective business unit. Gradually, they began reversing the downward trend and in three to four years, they were profitable again. Throughout this crisis period, they never compromised their enduring values based on spiritual principles. In 1998, TDIndustries experienced its most prosperous year. The organization \'s profits were the highest in its history. Of equal importance, the annual employee satisfaction survey was 93% positive. Most of all, the d i f f e r e n t i a l between ethnic minorities and majority employees closed to just 1%, whereas two years earlier it had been 10%. During that two-year period, Jack had been a relentless advocate of diversity for ethnic minorities and women. Although TDIndustries is performing  ChapterOne Page 24  The Living Organization    The Living Organization ­ Spirituality in the Workplace  in an exceptional manner at present, the challenge for them will be to continue in this manner, especially in a world of increasing complexity, ambiguity, and accelerated change. Jack actively promotes the servant-leader philosophy of the Robert K. Greenleaf Foundation3:  A servantleader is a person who begins with a natural feeling of wanting to serve first--to help, support, encourage and lift up others. And because of his or her role model, others begin to lead by serving.  What we learn from this example is that success and spiritual values are compatible. In fact, spiritual values are often the source of an organization \'s ability to adapt effectively to change, particularly during difficulty or crisis. Unfortunately, adaptation is too often motivated by survival; and a survival mentality promotes shortterm, adversarial behavior. On the other hand, adaptation based upon enduring spiritual values promotes behavior that is truly beneficial to customers, the organization, and the business system. How might you discover if your organization is adaptive, empowered, and high performing? Apply the measurement instruments shown on the following pages to you and your organization.  The Living Organization  ChapterOne Page 25    William A. Guillory  Empowerment and High Performance Measurements  Apply the measurement instruments shown below, and those on the following pages, to your organization. These assessments can be used to determine how personally empowered ( c o m p e t e n t ) your employees are, how supportive your organization \'s leadership support system is, and whether you presently have a high-performance organization. Respond to each question below as: Strongly Agree (SA); Agree (A); Neu- umber N tral (N); Disagree (D); or Strongly Disagree (SD).  Numberr Numbe Statementt Statemen Choice Choice  1 2 3 4 5 6 7 8 9 10  I am totally responsible for my success at work. I am exceptionally productive, irrespective of the work environment. I am accountable for the results I produce, even if a situation is unfair. I practice continuous learning to upgrade my skills and competencies on a regular basis, without the necessity of being told. I am exceptionally skilled for the work (or job) I do as demonstrated by my performance. I trust co-workers (or associates) without interference, when I delegate tasks vital to my own success. I have demonstrated exceptional interpersonal skills where mentorship or coaching is concerned. I hold co-workers (or associates) to their commitments, even when it provokes confrontation. I hold others proactively accountable for their commitments, regardless of how it may affect our personal relationship. I am willing to work through in-depth personal issues in order to achieve team success.  ChapterOne Page 26  The Living Organization    The Living Organization ­ Spirituality in the Workplace  Personal Empowerment Assessment Evaluation For each of the responses on the previous page, follow the instructions below to obtain a numerical score. Number of SA A Statement N D SD responses ______ responses ______ responses C_____ _ hoice responses ______ responses ______ x x x x x 4.0 3.0 2.0 1.0 0.0 = = = = = ______ ______ ______ ______ ______  Total = _ _ _ _ _ _ Multiply the total by 2.5 to obtain your total percentage of Personal Empowerment based upon a 100% scale. Total x 2.5 = %  The average score of individuals taking this assessment is 77%.  The Living Organization  ChapterOne Page 27    William A. Guillory  Leadership Support System Assessment Answer each of the following questions on the basis of your perceptions or experiences of how your organization operates: Strongly Agree (SA); Agree (A); Neutral (N); Disagree (D); Strongly Disagree (SD). As you respond to each of the statements, use your organization \'s unique definition of leadership.  Number 1 2 3 4 5 6 7 8 9 10 Statement This organization fully utilizes its employees (or associates). This organization values its employees (or associates). This organization provides me with training opportunities for my professional growth. This organization makes it clear that it values empowerment. This organization values and rewards teamwork. Job assignments are based on who needs opportunities for growth and development. Non-confidential information is freely distributed in this organization. I am provided timely feedback on my job performance. The leadership of this organization inspires employees (or associates) by being examples of what they expect. Where employees (or associates) are affected, leadership includes them in planning/implementing. Choice  ChapterOne Page 28  The Living Organization    The Living Organization ­ Spirituality in the Workplace  Leadership Support System Evaluation For each of the responses on the previous page, follow the instructions below to obtain a numerical score. Number of:SA A N D SD responses responses responses responses responses x x x x x 4.0 3.0 2.0 1.0 0.0 = = = = =  Total Multiply the total by 2.5 to obtain your total percentage of the Leadership Support System based upon a 100% scale. Total x 2.5 = %  The average score of organizations taking this assessment is 65%.  The Living Organization  ChapterOne Page 29    William A. Guillory  Conclusions 1. If your Personal Empowerment Assessment percentage is greater than the Leadership Support System percentage, then leadership is not delegating sufficient authority in proportion to your competence. 2 . If your Personal Empowerment Assessment percentage is less than the Leadership Support System percentage, then you need to become more personally empowered-- that is, to create and execute a plan for becoming more competent in specific areas relating to your performance. 3. If your Personal Empowerment Assessment percentage is about equal (±2%) to the Leadership Support System percentage, then you might use the model below for becoming more empowered as an organization in incremental steps based on your  stretch  projects.  Empowered Organization  GOAL  The overall empowerment of your organization is measured by averaging the sum of the Personal Empowerment Assessment and the Leadership Support System Assessment percentages. If this average is less than 85%, the organization is not yet a high-performance organization.  ChapterOne Page 30 The Living Organization  GOAL  GOAL    ",209);arrFiles[46]=new Array(54,"downloads/pdf_files/spirit_ch2.pdf","9 Jul 2007","Spirit 2","","","ChapterTwo  SpiritualityThe Source Of Wisdom   Spirituality is the infinite reservoir of wisdom. Each human life is a channel through which that divine wisdom is steadily flowing.  Paramahansa Yogananda  Introduction We are so busy living life that we rarely stop to ask ourselves,  Where do we get the energy to succeed at work in spite of the overwhelming pressures we face?  It seems that most of us are experiencing increased demands for greater productivity in shorter time frames. For example, Joyce Newcomb was recently promoted to vice president of sales at a large pharmaceutical company. Because of new competitive technology in her industry, the time frame for dominating that market has changed from one year to six months. Therefore, Joyce is now expected to accomplish in four months what her business unit used to achieve in six months only a year ago. These new and more demanding expectations are part of the sales strategy employed by Joyce \'s company in connection with a new  breakthrough drug  that they are bringing to market. Hence, time becomes the critical factor in Joyce maximizing profitability for her company.  Spirituality  ChapterTwo Page 31    William A. Guillory  In spite of the fact that Joyce was successful in meeting her sales goals, she still has anxiety about being able to continually perform under such pressures. The solution to adjusting to the increasing demands of the changing workplace is creative adaptation. Crea tive adaptation is learning how to consciously tap into an internal source of inspiration and creativity--inspiration to assure us that we can achieve the task at hand and creativity to assist us in coming up with an innovative, successful solution. This process of looking inward and exploring for answers beyond our self-imposed limitations is sometimes referred to as  getting out of the box.  Beyond the box of our ordinary limited way of thinking is an inner source that is spiritual. It was from this inner spiritual source that Joyce found the answer to her sales challenge. In this chapter, we will define spirituality and show how you and your organization can benefit from its incorporation by: · Listening to that small inner voice · Learning to adapt to new workplace demands · Transforming from entitlement to empowerment · Integrating ethics and values with workplace operations · Instituting moral responsibility · Accepting social responsibility · Shifting from competition to cooperation  ChapterTwo Page 32  Spirituality    The Living Organization ­ Spirituality in the Workplace  What Is Spirituality? Spirituality is our inner consciousness. It is the source of inspiration, creativity, and wisdom. That which is spiritual comes from within--beyond our programmed beliefs and values. Programmed beliefs and values are those that we have been taught, but that have not been tested by challenging life experiences. For example, empowerment is a test of whether we truly believe that job security is based upon performance or entitlement. The challenge is whether we believe we continually earn a job through performance or we are owed a job because of loyalty. In the past, we have been programmed to believe that we were owed a job because of long-term loyalty. Spirituality and religion are often thought to be the same, but in fact, they are different. Spirituality is a way of being that predetermines how we respond to life experiences; whereas, religion deals with the incorporation and implementation of organized belief systems. Religion is actually a form that spirituality takes in practice. Spirituality is the source behind the form. Spirituality may also be expressed as meditation, Yoga, T \'ai Chi, prayer, empathy, compassion, and by treating others with dignity and respect. Accessing your spirituality involves asking questions (outside of the box) and looking to your inner self for answers. Such a process can be very frustrating initially, since we are rarely encouraged to look within for answers. In general, we have been taught by our culture that the most powerful solutions to our difficulties are provided by outside sources. Spirituality, on the other hand, suggests that the most powerful solutions to our difficulties are within us. In order to fully utilize this  Spirituality ChapterTwo Page 33    William A. Guillory  innate ability, however, we must develop the skill of learning to look within. This means trusting our intuition when we receive answers that  feel right  but initially do not appear to  make sense.  By way of a personal example, in the early 1980s, I decided to change careers from university professor in physical chemistry to business consultant. It appeared at the time that the  most obvious  route of preparation for my new career was a course of study in business. Upon introspection, a voice within me said,  What you want to introduce into business cannot be achieved by an academic program. It must be acquired through your own personal transformation and then applied to the business world.  It took me several days to process this message. The process involved reconciling the intuitive message with its practical implementation. For me, implementation ultimately led to several years of personal transformation, as well as experiencing numerous cultures around the world. At the time, everyone thought I was crazy since I had been quite successful as a physical chemist. According to conventional wisdom, I probably was crazy. In spite of the dire warnings of many of my colleagues, I resigned my tenured position in the chemistry department and created the consulting company, Innovations International. Trusting the message from my inner self is an indication of how spirituality has become a natural part of my life. For Innovations, spirituality has been a continuing source of our success as a consulting firm for more than 15 years.  ChapterTwo Page 34  Spirituality    The Living Organization ­ Spirituality in the Workplace  TDIndustries--A Case Study An excellent illustration of how spirituality can shape and influence the workplace is our previously cited example of Jack Lowe Jr., CEO of TDIndustries of Dallas, Texas. Jack inspires his multicultural workforce by declaring,  we must embrace diversity, first and foremost, because it is right.  This declaration comes from an inner source that naturally drives Jack \'s commitment to diversity. For those not yet driven by this inner source, he also explains the business necessities and advantages of diversity. However, Jack makes it clear that treating people with dignity and respect is a condition for employment at TDIndustries. Measurements of mind-set, behavior, and goals are made to confirm the meaningful implementation of diversity within the organization. Where there is a serious effort in diversity, there is a corresponding spiritually driven leader in terms of human equality. Jack is an example of the kind of individual who is sufficiently in touch with the spiritual dimension of himself that it plays out in practically every aspect of his life. It is no surprise that this Texas-based construction company was selected 5th in 1998 and 2nd in 1999 by Fortune magazine on its list of The 100 Best Companies to Work for in America. TDIndustries was also selected in 1995 as Commercial Contractor of the Year by Contracting Business magazine. In 1996, they received the Crystal Vision Award from the National Association of Women in Construction for actively promoting growth and opportunities for women in the construction industry. During the same year, Jack was selected to receive the Associated Building Contractor of the Year award, which is usually awarded to an individual. However, upon Jack \'s  Spirituality ChapterTwo Page 35    William A. Guillory  request, it was awarded to the TDPartners--the entire employee-owned organization. In 1998, TDIndustries was awarded the Texas Quality Award. The point is, an organization operates in the most efficient manner when spirituality, in terms of principles and practices, becomes an integrated part of sound busin e s s functioning. This is precisely the reason TDIndustries had its most profitable year in 1998 and continues to earn national business awards.  Listening to That Small Inner Voice The workplace will continue to change at an accelerated rate as we move into the 21st century. High performance, in terms of increased productivity, will also continue to expand beyond today \'s expectations. Whatever the product or service, it must be produced faster, cheaper, and better and it must exceed the expectations of customers. In this new emerging work environment, most workers have more to do in less time. The pressure is even greater in organizations where the work force has been downsized while simultaneously creating more ambitious monetary goals. This means that the output per e m p l o y e e must be significantly greater than before downsizing. In other words, there must be a dramatic transformation in each employee \'s performance. The good news is that we are perfectly capable of such a transformation. The challenging news is that this transformation must be accomplished in increasingly shorter periods of time than we have previously had for such change initiatives.  ChapterTwo Page 36  Spirituality    The Living Organization ­ Spirituality in the Workplace  Wh e n faced with changes of this proportion, we begin to examine not only our jobs, but our entire lives. We begin to ask ourselves questions about the meaningfulness of our work. We reexamine the importance of balancing time at work and time with family. Sooner or later, we come to the conclusion that the only meaningful answers to these questions will come from within ourselves. This is the first step of a consciously planned spiritual journey. From this point on, if we choose to consciously continue on this journey, we gain a trust in our inner wisdom that we never experienced before. Sometimes, we discover that much of our life has been lived in a dependent fashion that discouraged the full expression of this inner source. When it is awakened however, possibly through workplace crisis, we often discover a willingness to risk that we never knew existed. The story of Sue Hamilton illustrates this point. Sue Hamilton is a single mother with two children who worked as a human resource specialist for a large telecommunications company for ten years. Due to reorganization and downsizing, Sue was asked to relocate from San Francisco, where her family and former husband resided, to the Midwest. Sue had been very dedicated and loyal to the company throughout her 10-year employment. As a result, when she was asked to transfer, Sue felt that an important support system in which she had placed her faith, had abandoned her. After working through a period of denial and anger, Sue came to the conclusion that she must do what was best for herself and her children. By her own account, this period involved in-depth personal introspection to discover her passion for work and inner exploration for its expression.  Spirituality  ChapterTwo Page 37    William A. Guillory  Instead of moving as the organization had requested, Sue decided to leave the company and start her own business as an independent consultant. Her former company provided her a severance package that supported Sue and her family for six months. After launching her company, Sue was able to secure several consulting contracts that provided the opportunity for long-term income. The contracts also involved challenging, retraining requirements that Sue had not had in her previous work. These new opportunities invigorated her enthusiasm and thirst for new learning. As an added advantage, Sue now has greater flexibility in arranging her schedule to spend time with her children. From this story we can see that sometimes what appears to be a crisis is actually an opportunity in disguise. By turning inward and listening to that small inner voice, we find that the answers we need are always there. Once we experience this type of transformation, we can never be the same again. It is like walking through a doorway to our inner wisdom that disappears behind us the instant we enter.  The New Workplace Demands Spirituality The previous section implies that spirituality is something we must voluntarily choose to tap into as a resource. This statement raises some interesting questions. Given the apparent value of spirituality, why is it not more visibly prevalent in the workplace? Furthermore, setting aside what we may feel to be the obligations of leadership, why don \'t we, individually, choose to call upon this inner source? And, is the necessity of spirituality eventually inevitable? Answers to these questions can be found in the following story.  ChapterTwo Page 38 Spirituality    The Living Organization ­ Spirituality in the Workplace  Marjorie Stapleton was married with two children and had worked for a major healthcare corporation for fifteen years. She joined the company in her mid-twenties, but as she became more successful at work, she experienced increasing conflict in her home life. By way of background, Marjorie was raised in a traditional nuclear family structure where a wife \'s career was secondary to a husband \'s career. In fact, according to this traditional viewpoint, a wife was not supposed to have a career, but simply a job (and then only if it was convenient for the family). Therefore, when Marjorie married, she was expected to maintain the necessary domestic responsibilities, in addition to her job. Majorie \'s success at work began to transform her job into a career. A major source of her success was her ability to manage a variety of employee personalities. This was a skill that Marjorie had acquired as a result of her own process of personal development. As her responsibilities expanded, she began drawing more upon what she described as her  inner strength.  For Marjorie, this connection to her inner self was made through daily morning meditations. By listening to and following her own inner voice, Marjorie began to redefine herself, her professional aspirations, and her family relationships. Her situation came to a head when it appeared that she was confronted with choosing between family and career. This personal crisis led to a series of gut-wrenching discussions with her spouse that literally threatened their marital relationship. Fortunately, Marjorie was married to someone who realized that if the marriage was to survive, major adjustments would be required of him. After going through intense discussions together, Marjorie and her husband jointly agreed to redefine their marital contract, in practice, to support Majorie \'s career  Spirituality ChapterTwo Page 39    William A. Guillory  aspirations. As a couple, they discovered that the key to maintaining a successful marriage and adjusting to personal workplace is continually focusing on what works for both partners. Marjorie \'s personal crisis may be unique, but the theme is common. When the aspirations of one partn e r change in a fundamental way, a relationship requires a major adjustment on the part of the other in order to survive. In dealing with situations of this nature, we are often required to seek solutions that go beyond our traditional beliefs and values that may have little relevance in today \'s world. Such exploration requires a level of courage that we may not have been previously forced to use. The conclusion we may come to is that the choice to ignore spiritual exploration is fast disappearing. Both workplace and changing societal values will continue to precipitate situations and crises that require  inner space  solutions. Case in point, in 1999 we considered the impeachment of a U.S. President, not on the basis of his performance or even his having technically broken the law. Instead, the thrust of the impeachment movement was largely based on what many felt to be a lack of moral character on the part of the President--a quality which is spiritual in context. So, whether it is young people seeking spiritual answers; mystical fireflies on a Nissan commercial; Buddhist monks telepathing on an IBM advertisement ; movies like  Meet Joe Black,   Phenomenon,  and  What Dreams May Come;  TV series such as  The X-Files,   Touched by An Angel,  and  Millennium,  or values-based leadership--the open expression of spirituality has become an ingrained part of our personal and professional lives. Its necessity for workplace adaptation will only intensify in the 21st century.  ChapterTwo Page 40 Spirituality    The Living Organization ­ Spirituality in the Workplace  Spirituality Is Inevitable If spirituality is, in fact, inevitable, how do we engage the process? The answer is through personal and collective transformation. Transformation is the process of letting go of beliefs that no longer serve a constructive purpose. An example of personal transformation is the realization that an individual \'s personal success should never be at the expense of a team \'s success. This realization is a radical shift for an individual who has valued, practiced, and been rewarded for rugged individualism most of his or her life. An example of collective transf ormation would be an organizational shift in operation from entitlement to empowerment, as described in the following scenario. When Texas Instruments began an extensive teambased operation in the late 1980s, a strong emphasis was placed on empowerment. Employees were expected to learn the meaning of empowerment and how to implement it. Some employees struggled with the transition from the previous operation of management-based motivation to self-motivation; from directed work assignments to delegation based upon proven performance; and ultimately, from employment as a right to employment as a privilege. One business unit was required to make this shift over a few years in order to achieve its projected cost savings. The transition required employees to confront and invalidate beliefs that were self-limiting about their performance capabilities. These beliefs included,  We do what we are told,   We don \'t have the authority to responsibly act on our own,  and  I might not be able to live up to the expectations of empowerment.   Spirituality  ChapterTwo Page 41    William A. Guillory  In order to accomplish their objectives, teams were e s t a b l i s h e d and delegated a series of stretch goals. Stretch goals, by definition, require new learning. They also challenge the validity of self-limiting beliefs, such as those cited above. As the various teams began to successfully achieve their goals they became more confident in their ability to perform in a self-directed manner. They began to learn that in reality there are few, if any, limitations to their capabilities. The question was their willingness to confront those apparent limitations. Confronting and invalidating self-imposed limitations, by the process of achieving challenging goals, is the essence of transformation. Therefore, transformation, driven by higher performance standards, is an inevitable and continuing part of work life.  The Rebirth of Joel Watson T r a n s f o r m a t i o n is the primary way we adapt to change. Sometimes transformation is forced upon us as illustrated by the story of Joel Watson. Joel Watson is the President and CEO of a small business that manufactures containers for commercial food products. As his business grew, he paid particular attention to the ratio of his company \'s income to the number of people he employed. Joel wanted this ratio to be as great as possible. This basic operational principle meant that he was often forced to work overtime hours on a regular basis. Joel did much of the quality assurance himself in order to ensure the service expected of his prestigious customers. He constantly pushed others to live up to his standard of zero-defect management in their work. He was only partially successful in this quest  ChapterTwo Page 42  Spirituality    The Living Organization ­ Spirituality in the Workplace  and often found himself checking their work to make sure quality was achieved. One evening, while working late, Joel suffered a heart attack and almost died. During his recovery period in the hospital he had time to seriously reflect on how he lived his life and what was important to him. He realized his work was not fun anymore compared to when he started the company. He also realized that he believed he was an indispensable part of the entire operation. Without his constant attention to detail, something would  fall through the cracks.  This belief was not only invalidated, but shattered during his convalescence. When he returned to work, Joel was much more tolerant of the struggles his employees had to go through in order to achieve the same quality standard he had. He concluded that if the company was to survive and prosper, he and his employees would have to make it happen together, driven by shared leadership. As a result of this new approach, Joel felt  reconnected  to the natural enthusiasm he had when he started the business. His employees responded enthusiastically when it became clear that the success or failure of the company was going to depend on their commitment, alignment, and leadership. The business experienced a rebirth, probably because Joel underwent a rebirth. By his own accounting, Joel experienced a traumatic form of transformation--an  existential crisis.  This means a crisis of being. This type of transformation redefines  who we are,  which is the driving force behind our participation in life. Ultimately, this driving force is sourced from our inner self. Joel \'s story graphically illustrates how personal crisis can often be the impetus for spiritual awakening.  Spirituality  ChapterTwo Page 43    William A. Guillory  Leading the Spiritual Charge! Many CEOs and high-level executives, though somewhat limited by the constraints of their business environments, have been operating from a spiritual perspective in their own unique ways. For example, a CEO like the late Jerry Junkins of Texas Instruments espoused, instituted, and practiced humanistic principles. He operated compatibly within the business necessities of his organization, secure in the knowledge that his interactions with others were spiritually-sourced. Les Alberthal, former President and CEO of Electronic Data Systems (EDS), is another individual whose leadership style reflected a deep concern for people. Additional examples include Jim Blanchard, Chairman and CEO of Synovous Financial in Columbus, Georgia and Herb Kellerman, President and CEO of Southwest Airlines. The type of leadership established by these individuals has the ingrained characteristics of ethical values and humanistic principles. I suspect that well over 50% of the workforce today integrates spirituality into their lives in ways that are personally appropriate. Examples include, a practical balance of work and home life; a spiritually sourced goal of success; care of the body through integration with the spirit; commitment to preserving the environment; reconnecting with Native American values; and practicing diets without meat or animal-based products. When an individual faces his or her own mortality, such as Joel Watson did in the previous section, he or she commonly becomes fearless in promoting the resulting revelation. For example, a spiritually sourced value system that Joel convinced his organization to embrace, is the following:  ChapterTwo Page 44  Spirituality    The Living Organization ­ Spirituality in the Workplace  1 ) Treat others with dignity, respect, and love. 2 ) View human equality as a basis for ethical behavior. 3 ) Realize that everything that exists is interdependent and interconnected--nature, animals, and humans. 4 ) View our organization, community, country, and world as one. Joel \'s organization experienced a profound shift in operation when this value system became a reality. They also experienced a significant increase in performance, profitability, and employee growth and well-being. As the time between cause and effect becomes progressively shorter, organizations require a value system based upon preventing crises. This means the incorporation of values that preserves the dignity, health, and well-being of all employees; and by logical extension, values that reflect responsibility for society and the environment. For example, when the first Europeans colonized the Americas, they inhabited a pristine land that had been occupied by the natives of this continent for approximately twenty-five centuries. Compare that with the impact, in the name of progress, that we have had on the same environment in less than four hundred years. The basis of the new value system, referred to above, must be spiritual in conception and practice in order to be far-reaching and effective on a long-term basis. We must view ourselves as inherently related to nature, animals, and each other. This relationship plays out by realizing that whatever we produce that adversely affects the planetary environment will ultimately affect us---and in pro-  Spirituality  ChapterTwo Page 45    William A. Guillory  gressively shorter time frames. This way of thinking is presently inspiring spiritual practices into the work envir o n m e n t , if not by designated leaders, then by the unpublicized actions of workers.  Spirituality Means Moral Responsibility Do we have a moral responsibility for each other? If so, what is the source of such a motivation? What is the driving force that  naturally inspires  us to assume responsibility and take action to create change where inequality exists? The driving force is our spirituality and it is commonly activated by an event that changes our life. An example of such a life-changing event, in a case involving human equality, is the story of Les Harrison. Les was foreman of a processing plant for a Southern California corporation. The corporation employed a large number of Mexican Americans. Many of the Mexican American employees spoke English as a second language. Les was a native of the southern U.S. and had grown up in a homogenous neighborhood. Generally, outsiders were at best suspect and, at worst, unwelcomed. Les did not understand Spanish and felt uneasy when employees spoke Spanish while working. As a result, only Mexican Americans who spoke virtually flawless English were promoted to management positions at the plant. Even though this practice was questioned, Les \'s superiors took a  hands-off  role in his operation of the plant as long as he met his production quotas. One evening while overseeing the late night shift, Les \'s arm became caught in one of the machines. He immediately went into shock as a result of a broken arm and extensive tissue and muscle damage. His breath-  ChapterTwo Page 46  Spirituality    The Living Organization ­ Spirituality in the Workplace  ing became labored and irregular and he was bleeding as a result of the broken bone that penetrated his skin. Luis, a Mexican American employee who had worked as a paramedic, immediately began mouth-to-mouth resuscitation. After Les began breathing regularly, Luis applied a tourniquet to Les \'s upper arm to stop the bleeding. He then set the broken arm and applied a makeshift ice pack to keep the swelling down. Luis also found blankets from the safety locker to keep Les warm to avoid the effects of shock. Shortly afterward, the paramedics arrived and took him to the hospital. Les later learned that the expert care rendered by Luis prevented him from having a permanently damaged arm. As he lay recovering in the hospital, Les reflected on how he had treated Luis in the past. He had generally regarded him as aggressive and counterproductive because Luis often questioned Les \'s management style and record of promotions. On one occasion, Luis came close to accusing Les of regarding Mexican Americans as inferior. Lying in his hospital bed, Les realized that underneath it all, this accusation was probably true. He realized that he resented the idea of Mexican Americans making significant gains that came as a result of the years of protest by African-Americans. As these realizations flowed into his consciousness, Les simultaneously experienced overwhelming feelings of shame, guilt, and humility. What I have not revealed to this point is that Les is an African-American. As he reflected upon his own upbringing in the South, he realized that he was doing exactly what had been done to him. He was just as prejudiced as anyone else, but until his current position, had rarely had the opportunity to inflict it upon others. Now, as a manager, he had established a practice of advancSpirituality ChapterTwo Page 47    William A. Guillory  ing those with whom he felt most comfortable. When he did not understand something, like the Spanish language, suspicion and fear controlled his behavior. Somewhere deep inside, Les connected with a part of himself that vowed that he would never again consciously discriminate against anyone. He returned to work a different person and became fearless in promoting the diversity efforts of his organization. He set goals for representation on the policy committee to reflect his organization \'s ethnic composition. He let it be known that he would not tolerate any form of discrimination from anyone in his organization. Les \'s realization led to a transformation in his beliefs about human equality. When he connected to his inner spirituality, he recognized his past behavior to be a moral violation of the code of ethics he had been taught. As a result, he accepted moral responsibility for the work environment he had created and became an active agent to change it. It is vitally important to understand that where inequity exists, we are either active agents of change or supporters of the status quo. There is no neutral position! In addition to a moral responsibility for the workplace, we also have a social responsibility for the environment.  Spirituality and Social Responsibility One of the major objectives of the  Gaia movement,  based on the name given to Mother Earth, is for us to view the earth as a living organism. And to understand that we depend on the health of this living organism for our continued existence. My observation is that, as a  ChapterTwo Page 48  Spirituality    The Living Organization ­ Spirituality in the Workplace  culture, we generally view the earth as an inanimate object which we may use and abuse at our convenience. We often do for monetary profit based upon the erroneous assumption that technology will repair the damage we produce. In spite of the apparent short-term value we derive from economic business successes, we have not truthfully acknowledged the permanent toll the earth pays for our shortsighted activities. For example, few of us are aware that gold mining is alive and well in the West. The U.S. has an 1872 law titled the  General Mining Law  that allows anyone from any country to buy U.S. property for gold mining at  5 an acre. The well-documented results of gold mining are polluted rivers, loss of animal life, scarred landscapes, and permanently reduced underground water tables. The gold-mining fever is fueled by our demand for gold jewelry. Therefore, we are all participants in this human-environmental drama and either we will all pay the consequences, or our children will. In 1996, there were proposed gold-mining operations due to begin near Yellowstone National Park and the Black Hills of South Dakota. Although promises were made about environmental safeguards, accidents do occur spewing poisonous sulfuric acid into streams. Local populations were split between long-term environmental impact on one hand, and short-term jobs and economic boosts to local businesses on the other. In the end, the Yellowstone mining proposition was defeated in 1998. The gold-mining project of Summitville, Colorado is a good example of the unpredictably of mining operations that occur in environmentally-fragile areas. Due to poor mine design and heavy snow fall, a break in the support structure resulted in a seventeen mile stretch of  Spirituality ChapterTwo Page 49    William A. Guillory  toxic and soot-polluted stream. The Canadian company who operated the mine declared bankruptcy, and the U.S. taxpayers were left to fund the cleanup. This phenomenon is referred to as the  gold shaft.  The mining company gets the gold and the U.S. taxpayers get the shaft! The state of Nevada supplies about one half of the gold mined in the U.S. through extensive open-pit mining. In a desert state where water is the lifeblood of its existence, mining operations not only pump tremendous quantities of water from underground streams but, as a result, lower the water table that ranchers and others depend upon for survival. The result of mining is the contamination of water with heavy metals such as arsenic, mercury, selenium, and chromium. Surface pools of poisonous lakes kill birds and deer regularly in spite of attempted safeguards. The mining operations simply pay the levied fines. So what is the point of these accounts? What can we do differently in a world of continual accelerated consumption? We can begin to take responsibility, as individuals, for our roles in propagating  runaway consumption.  And then, take action to change our thinking and everyday behaviors, based upon our respective levels of commitment to preserving the planet for human existence.  We Are One with the Planet, Not Masters of It The real issue comes down to values. Do we place more value on our so-called freedom to exploit the planet than we do on our responsibility for the environment? Do we require a crisis to create outrage and action? Unless we change our current mode of behavior, this  ChapterTwo Page 50  Spirituality    The Living Organization ­ Spirituality in the Workplace  dichotomy will only continue to lead to the demise of the planet; and correspondingly, an environment uninhabitable for our continued existence. Fundamentally, we require a spiritual transformation to bring us to the realization that we are one with the planet and not masters who presume to conquer it. Fortunately, there is a growing movement in the U.S. and elsewhere where organizations and individuals are assuming greater environmental responsibility without the necessity for local or federal legislation. Organizations like the Sierra Club, Environmental Defense Fund, and other environmental groups are tireless in their efforts to keep the public informed and actively participating in environmental preservation. In addition, there are a growing number of socially responsible companies that are reassessing the dangers of their products or by-products to the environment, animals, and ultimately humans, via the food chain. These reassessments are also done without the necessity of governmental intervention. Instead, they occur before, during, and after production as a matter of social responsibility. These organizations view environmental sensitivity and profitability as mutually compatible. They also view environmental responsibility as a social obligation. As a result, they take the lead in establishing a cooperative relationship with environmentally conscious groups wherein the welfare of the planetary ecosystem is of overriding importance. An adversarial relationship is unacceptable to both groups. An organization that has voluntarily accepted social responsibility for the environment is Patagonia4, a designer and distributor of outdoor clothing. In reassessing their operation, the leadership of the company decided that all of Patagonia \'s facilities would be involved  Spirituality ChapterTwo Page 51    William A. Guillory  in recycling and composting, and would have edible landscaping, low-energy-use power, and insulation. They further decided to use recycled paper everywhere, encourage ride sharing, and eliminate their usage of paper cups. From a long-term perspective, they began to reassess the environmental impact of the clothing they manufacture. Actions have been taken at the company to address pollution, insecticides, and the volume of wool taken from flocks of sheep and goats that often denude environmentally fragile land.  The Earth Will Exist, With or Without Us The real question we have to come to grips with is one of  wants versus needs.  What do we sensibly need or require in the way of possessions and services that will still allow us to exist compatibly with the planetary environment and all of its inhabitants? In answering this question it is important to keep in mind that most of us have not yet really accepted the fact that the planet Earth is finite. It has finite resources and genuine vulnerabilities in regard to maintaining its balance. Yet we continue to build, dam, produce, and consume at an accelerated pace with little or no regard for the shortterm or long-term environmental implications. The solution to this dilemma is the adoption of a  new consciousness  with respect to the Earth system. It is the realization that humankind is an integral part of the interconnected Earth system; and that every element, phenomenon, or species is alive with spirit. We have no dominion over the Earth system! We are simply a part of it. Therefore, we have no power to save or destroy it. We merely have the ability to influence the existence and  ChapterTwo Page 52  Spirituality    The Living Organization ­ Spirituality in the Workplace  transformation of a number of Earth \'s life-forms. It is essential for us to realize this fact. For when the Earth system experiences a sufficiently high degree of imbalance (because of humankind \'s abuse), it will cleanse itself of the unnatural deposits and stresses created by our pollution, building, damming, and destroying. Therefore, preserving the planet is really sustaining our own existence. The planet will prevail with or without us!  Spirituality and Cooperation There is a growing realization that long-term business success is based more upon cooperation than pitted competition. The nature of this realization is spiritual. It is an acknowledgment of the inherent connectedness that exists among similar types of businesses. The obvious forms that this realization takes are strategic alliances, partnerships, and even referrals for, and support of, other businesses \' successes. An underlying trust implied by this practice is that the marketplace is always sufficiently abundant for organizations that are willing to promote their own success as well as the success of others. This realization of interdependence is another of the characteristics practiced by Living Organizations. This shift in thinking, from scarcity to abundance, is also spiritual in nature. Examples of cooperative business relationships are Microsoft and Intel, Apple Computer and Motorola, Innovations International and In Partnership Consulting of Oakland, California, and the Health Alliance of Greater Cincinnati, Ohio. Intel provides the chips that power the Microsoft software programs on personal computers. Motorola produces the central process unit (CPU) that powers the  Spirituality  ChapterTwo Page 53    William A. Guillory  Apple Computer. Innovations and In Partnership Consulting would normally be seen as competitors, but have actually formed a strategic alliance to promote non-redundant programs, seminars, and consulting expertise offered by the two corporations. They work together as a  seamless partnership  while simultaneously maintaining their separate business operations. Innovations brings its expertise in seminar design and facilitation, and marketing and sales. In Partnership Consulting brings exceptional expertise in seminar presentation, facilitation, and consulting. In order to more efficiently provide medical services for the Greater Cincinnati area, the Health Alliance brought together The Christ Hospital, University Hospital, The St. Luke Hospitals, and The Jewish Hospitals. This alliance specializes in card i a c care, women \'s healthcare, healthcare for older adults, trauma care, and advance cancer treatment facilities. It provides a tri-state area with coordinated diagnostic and treatment support of leading specialists, hospitals, and research facilities.  Globalization and Diversity Are Synonymous The point to realize from these examples of intercompany cooperation is that we are a global, interlinked business economy, rather than competing segments, such as the Pacific Rim, the North American Free Trade Association (NAFTA), and the European Economic Community. In fact, these regions are crucial parts of the interdependent global system. The Asian business crisis of 1998 measurably affected every region of the world, both large and small. Business transactions cut across ideological boundaries unlike any other societal system.  ChapterTwo Page 54  Spirituality    The Living Organization ­ Spirituality in the Workplace  Such transactions provide the opportunity for us to forge new paradigms of thinking that create a common context of operation across continents. For example, as corporations based in specific countries begin to seriously globalize, they will be faced with the need to operate with a common set of core values, principles, and systems of ethics that are designed to accommodate the culture of each particular country. The objective is to allow for work practices that are in concert with a given culture \'s fundamental value system, as long as the necessary business performance measures are achieved (i.e., the operation is profitable, productive, and employee-supportive). In the Eastern part of the world, the value of group is so strongly embedded that teamwork would be a dominant part of that region \'s work practices. In the Western world, there will probably always be a strong emphasis on individual contribution. The real challenge of globalization will be to create a  new business paradigm  that compatibly embraces both, as well as the variety of diametrically different global cultural values. This is what is meant by  global compatibility from a business perspective.  In this sense, globalization and diversity are synonymous. Ten exercises to help you reconnect to your spirituality are suggested on the following pages.  Spirituality  ChapterTwo Page 55    William A. Guillory  Ten Exercises To Reconnect With Your Spirituality 1.  Meditate daily for ten to fifteen minutes. First, practice sitting (or lying) quietly and thinking about whatever thoughts cross your mind. Then, practice sitting (or lying) quietly and listening to your thoughts. When your mind stops listening, you will be connected to your spirituality.  2 . Cross-country ski or hike off the beaten path and consciously focus on your surroundings without thinking or judging. Just attempt to be part of the environment, like the snow, a tree, or a rabbit. 3 . Hold a baby, look into its eyes, and let your mind spontaneously intuit the message the child is sending to you. 4 . Do a visualization exercise where you create a trusted advisor. Ask that advisor,  What is my greatest barrier to connecting with my spirituality?  Listen quietly for the spontaneous answer you get. This exercise may take several tries. 5 . Before going to sleep, ask your subconscious mind to take you on a journey to explore your spiritual consciousness as a dream. This request must be serious for your subconscious to take you seriously! 6 . Walk on a beach, preferably at night, and notice what a minute, but significant part you are of a very big picture. Write about your experience.  ChapterTwo Page 56 Spirituality    The Living Organization ­ Spirituality in the Workplace  7 . Watch a morning sunrise as though seeing it for the first time. Avoid judging; just be with it. 8 . Next time you are in the  zone,  write in detail the events and context that prepared you for this experience. Practice preparing yourself to experience the  zone  whenever you choose. 9 . When you feel sorry for yourself, visit with someone worse off than you and try to experience empathy, compassion, humility and love. These are all spiritually sourced experiences. 10. Actively engage in activities to develop your intuitive side: personal development books, tapes, trainings, and materials dealing with the subject of spirituality. Celebrate your successes! You are home!  Spirituality  ChapterTwo Page 57      ",65);arrFiles[47]=new Array(55,"downloads/pdf_files/spirit_ch3.pdf","9 Jul 2007","Spirit 3","","","ChapterThree  PeopleThe Only Sustainable Competitive Advantage   It is wonderful when people of divergent views come together, not to emphasize their differences, but their points of unity.  Paramahansa Yogananda  Introduction The key to an organization \'s continuing success is att racting and retaining knowledgeable and continually learning individuals. A knowledgeable individual is one who has developed the ability to creatively integrate information. Thus, Information  creatively integrated  Ø Knowledge  Knowledge that is used in experiential learning, such as working through a difficulty, a challenge, or a crisis, results in wisdom. The continuous cycle of acquiring greater wisdom is:  Knowledge  experiential learning  Ø  Wisdom  People  ChapterThree Page 59    William A. Guillory  Ultimately, wisdom is a way of being that is reflected by an individual \'s in-depth understanding of self and others. This level of understanding is an emerging skill necessary for leadership and management in today \'s work force. The source of wisdom is one \'s spirituality. Spirituality is also the source of imagination, creativity, intuition, vision, insight, inspiration, and quantum-thinking. The extent to which these characteristics are an ingrained part of an organization \'s culture will, in large part, determine its future success. These characteristics are inherent in people, not in machines, software programs, or even in artificial intelligence. They are spiritual in nature because they involve mental processes that go beyond ordinary or rational thinking. These characteristics correspond to the essential abilities that must be developed by employees in order to achieve high performance. Therefore, empowered, high-performing people are an organization \'s only sustainable competitive advantage. In this chapter we will learn how to become empowered, high performing individuals. We will also learn that high performance is not possible without a committed leadership support system.  The Foundation of High Performance The foundation upon which high performance is based is a high degree of personal responsibility and personal accountability. Personal responsibility is the willingness to view one \'s self as the principal source of the results and circumstances which occur in one \'s life; both individually and collectively with others. The more we view ourselves  ChapterThree Page 60  People    The Living Organization ­ Spirituality in the Workplace  as the principal source, the more we are able to proactively respond to difficulties or challenges in our lives. Without this sense of personal ownership, it is virtually impossible to begin to tap the potential of our creative ability. In-depth creativity requires an intention to accept total responsibility for establishing the conditions for breakthrough ideas to occur. Personal accountability is the willingness to own the results which occur in one \'s life; both individually and collectively with others. The key phrase in this definition is  own the results.  Accepting ownership, even when it is unfair or unreasonable, empowers us to proactively transform  win-lose  situations into successful  win-win  scenarios. These two concepts are illustrated by the business challenge of Stan Anderson.  Stan Anderson--A Tale of Woe and Wisdom Stan Anderson entered into a contractual agreement to produce a new breakthrough product in multimedia software. He had the technical knowledge and his contractual partner was an expert in software design. They agreed to share the profits from the sale of the software product equally during the first year. Both agreed they would make a  best effort  at selling the product separately and together. Soon thereafter, Stan \'s partner experienced cash flow problems and had to re-prioritize his business objectives. As a result, he did very little in promoting the product. Stan, however, borrowed heavily to promote and sell the software product. During the first six months, sales were poor. Stan became angry at his partner and considered suing him for breach of contract. He felt he had been betrayed. As  ChapterThree Page 61  People    William A. Guillory  he went though this process, he noticed that some of his friends felt sorry for him, but a few kept asking him what would he do if he had no partner. They reminded him that the business environment is unpredictable and that success is based upon how you respond to adversity. At his lowest point in this process, Stan decided it was more important to be successful than it was to be a v i c t i m . His attitude about responsibility began to change. He had always felt himself to be highly responsible, but it had never been tested to this extent before. Sure, what happened to him was unfair, but did that excuse him from being responsible for doing everything he could to make his software product successful? Stan decided that he was ultimately responsible despite the circumstances. He decided to fully commit to making the software product a success regardless of what his partner did to promote the product. It is amazing how events happen in our favor once we decide to become committed to the end regardless of the final result. A week later, Stan was contacted by a national video marketing and distributing company that was interested in representing his software product. His product had been highly recommended by someone who had previewed it and thought that it was great! The German poet Goethe wrote a passage which states that once an individual totally commits to something, all forms of support begin to appear that he or she could have never known or predicted. He describes this phenomenon as a mystery of the human spirit. What appeared for Stan was exactly what he needed in proportions much greater than he had ever expected. What we learn from this example is that responsibility and accountability go beyond ethics, values, and even  ChapterThree Page 62  People    The Living Organization ­ Spirituality in the Workplace  signed agreements. Even when these expectations are violated by others, we are still responsible and accountable for the outcome. Situations like Stan experienced often force us to look inside ourselves, to depths never explored before, for courage and faith. These qualities are spiritual in nature because they go beyond rationality and proof. When we begin to view ourselves as 100% responsible and 100% accountable for the events in our lives, responsibility and accountability become spiritual concepts. We cease to ask,  Why did this happen to me?  since most explanations are totally unreasonable. Unreasonable explanations go beyond the mind for ultimate resolution within our spiritual consciousness. This example illustrates a three-step process for acquiring wisdom that you might practice in your everyday life: 1 ) The acceptance of reality--the willingness to move beyond denial, anger, bargaining, and guilt, and accept a situation as it is.5 2 ) The experience of humility--the complete reduction of the ego \'s agenda for revenge when you experience unfairness. 3 ) The achievement of inner peace--the adoption of a neutral, nonjudgmental attitude towards events and others in your life. We now have in place the foundation for becoming a high-performing individual: the acceptance of 100% personal responsibility and accountability for our lives. We can now build upon this foundation with unique personal competencies. When these competencies are put into practice to produce outstanding performance, we  People  ChapterThree Page 63    William A. Guillory  can begin to understand the true meaning of the word empowerment.  An Empowered Individual Empowerment is one of the most important concepts for success in the 21st century, and yet one of the most confusing. Empowerment is not the act of delegation! Delegation is essential for implementation, but it is not the definition of empowerment. Empowerment is the capacity to perform. With respect to the workplace, it is the ability to produce something of sufficient value that an employer or a customer is willing to pay for it. Empowerment does not mean irresponsibly delegating to someone in a manner that is disproportionate to their ability. It does mean, however, that one needs to establish a measurable means of accountability before the fact. Most of all, empowerment is not something we can give each other.  To be empowered  is to have the ability and to be granted the authority to carry out one \'s responsibilities within guidelines that have been mutually agreed upon, in advance, by both the supervisor and the individual. The freedom to carry out one \'s responsibilities with the least amount of oversight or management is earned on the basis of competency and proven performance. Therefore, an empowered individual is one who is: 1) Highly competent 2) Self-managed 3) Continuously learning  ChapterThree Page 64  People    The Living Organization ­ Spirituality in the Workplace  Self-management is the most difficult requirement for both employees and managers to master. It involves the ability to plan, prioritize, focus, and execute one \'s work responsibilities with the least amount of oversight or direction. It is vital to understand that management does not disappear when implementing empowerment-- even though managers are de-emphasized. Instead, management is passed on to the individual or team who, as a result, assumes greater authority. Some practical ways the four characteristics mentioned here play out are the following. For empowerment to work, management and oversight of employees \' work must be minimized. This means that each employee must take personal responsibility for ensuring the quality of his or her work. Where products are fabricated, there should be minimal need for a quality assurance manager. Where computer systems are installed for a client, they work, period! Where repetitive documentation is a way of life, exceptional proficiency in grammar, spelling, and understanding the use of the documentation should be mastered. These are examples of self-management. This way of operating is based upon a high degree of personal responsibility and accountability.  Gwen Mallory--When the Going Gets Tough, the Tough Get Empowered If the essence of empowerment is performance, then personal empowerment is the ability of an individual to perform. This ability is measured by one \'s mind-set, education, skills, and competencies. One of the greatest limitations we place on ourselves, in terms of mind-set, is the adoption of an aggressive attitude about success  People  ChapterThree Page 65    William A. Guillory  at the expense of quality interpersonal relationships. Such an attitude may have served as a motivation when we were younger, but may be counterproductive as an adult in the workplace. The result is limited performance irrespective of how competent we might be. This situation is illustrated by the experience of Gwen Mallory. A f t e r graduating from a prestigious engineering school, Gwen Mallory accepted a position with a major utility company. Although she graduated in the top 5% of her class, her overall performance during the first year was rated as merely  good.  Her colleagues described her as  pushy  and  overbearing.  Soon they began avoiding Gwen. Her suggestions in team meetings were listened to, but rarely implemented. She began to resent the way she was treated. Her situation came to a head when a male engineer who had joined the company the same time she did was promoted ahead of her. Gwen promptly submitted her resignation and was hired by another company within two months. Gwen vowed to make her new job successful and avoid the situation she experienced at the utility company. After all, the criticism might, in part, be true. She was determined not to get the reputation of being  pushy  or  overbearing  at her new job. But no matter how hard she tried to behave in opposition to these descriptions, her new colleagues began to experience her in this same way. Fortunately, a senior female engineer, Marsha Wheeling, invited Gwen to dinner to share her experience of what she had encountered and the critical realizations she had experienced in the process. The first realization she shared with Gwen was that she had learned to accept, for the short-term, the fact that the playing field for women was not even. That situ-  ChapterThree Page 66  People    The Living Organization ­ Spirituality in the Workplace  ation would change gradually as more women assumed influential positions in the organization. Marsha went on to explain, however, that accepting that reality did not mean giving in to it, but rather it meant that one could begin to behave non-reactively to it when she encountered it. Gwen explained that she had competed with males most of her life, starting with wanting to be an engineer. She explained that she had developed a  toughness,  mostly to protect herself from becoming discouraged and giving up. Marsha shared that she had also gone through a similar phase, but discovered that although that attitude served her well in high school and college, it was counterproductive to her career as an adult. In fact, such an attitude could actually sabotage her career. Finally, she explained to Gwen that there are two major beliefs prevalent in the workplace that women are forced to deal with:  women are too emotional to respond professionally in tough situations  and  women are not as committed in the long run to their careers.   Both of which can provoke behaviors that might be perceived as pushy or overbearing, as compensating mechanisms,  Marsha explained.  The only reason we respond counterproductively to these beliefs is because somewhere deep within us, we feel a guilt that there might be some truth to these,  Marsha revealed.  The fact that they might also be true of men does not solve the problem for us.   What should I do?  Gwen asked.  First of all, just honestly think about what I have shared with you for the next week or two,  Marsha replied.  See if deep within yourself these may also be your beliefs that you have been conditioned with since childhood. The toughness you developed was a coping mecha-  People  ChapterThree Page 67    William A. Guillory  nism to avoid becoming discouraged and giving up. Maybe you will discover that being tough doesn \'t serve you anymore. Then let \'s talk again.  Several weeks later, when Gwen and Marsha met again, Gwen shared how much she had discovered about herself by just thinking about those two beliefs. She realized that her reaction to people \'s comments and behaviors triggered something inside of her. She felt she was prepared to learn more about handling situations w h e r e her  toughness  was perceived by others as  pushy.  Marsha suggested she focus inwardly on her feelings and emotions when she encountered a triggering comment or behavior. She advised Gwen to take a couple of undetected deep breaths. And then decide how to best respond to the issue at hand as though the point raised was valid. Using Marsha \'s suggestions, Gwen noticed a difference in the way her colleagues began to respond to her ideas. They also began to include her in their social activities. Over a period of several months, her reputation as  pushy  and  overbearing  began to disappear. What we learn from this example are three insights. First, Gwen was more committed to being successful than allowing a self-defeating attitude to restrict her performance. Second, by non-reactively accepting the reality of undesirable workplace beliefs and attitudes, she freed herself to respond in a constructive and proactive manner. And third, having an experienced mentor like Marsha was key to Gwen \'s breakthrough in personal growth. Thus, we might conclude that the process of becoming more empowered is often facilitated by someone with greater wisdom about situations that we find too difficult to resolve ourselves.  ChapterThree Page 68  People    The Living Organization ­ Spirituality in the Workplace  A Model of an Empowered Individual In the preceding discussions, we established that an empowered individual is one who performs consistent with the authority that is delegated. We also established that mind-set and competency were key elements in determining one \'s level of performance. Mind-set is determined by personality characteristics such as dedication, persistence, commitment, self-motivation, and self-responsibility. Natural and learned competencies include education, skills, talents, abilities, and strengths. Therefore, we conclude that mind-set drives competencies to achieve one \'s level of performance according to the following model:  An Empowered Individual  Mind-set  Dedication Persistence Commitment Self-Motivation Self-Responsibility  Competencies  Education Skills  Leadership  Performance  Customer .ocus   Talents  Abilities Strengths   Teamwork  Interpersonal Skills Innovation Business Objetives  Figure 2. An empowered individual is driven to succeed by a desire to fully utilize his or her competencies.  W i t h o u t a strong internal desire to succeed, an individual \'s level of performance can be marginal, even when he or she possesses outstanding competencies. Using this principle, we can clearly see that Gwen \'s difficulty was in the mind-set category--specifically, dealing with taking self-responsibility for the attitude that  toughness is necessary for a woman to be successful.   ChapterThree Page 69  People    William A. Guillory  Becoming an Integrated Person The dramatic changes occurring in the workplace today challenge most our mind-sets about expectations of performance as a condition for employment. The most fundamental expectation is the shift from entitlement to empowerment. U.S. corporations have historically operated in a patriarchal manner structured in a hierarchical system. This combination of structure and operation led most employees to believe they would be  taken care of for life  in exchange for company loyalty. We came to believe we were entitled to jobs and security for life. This unspoken agreement was fairly successful, according to business profit and loss measures, as long as the U.S. dominated the world economy. However, as the world \'s resources became more widely dispersed in the 1980s and 1990s, we found that we could no longer afford to maintain an entitlement system. Much of the work that required large numbers of people could be performed by fewer people using information systems. Thus, the historical pact between loyal employees and their companies was broken. In a relatively short period of five to ten years, U.S. workers have been expected to suddenly shift to a mindset of self-sufficiency--sometimes viewed by many as self-survival. We were expected to adopt and practice the mind-set shown on page 69, in Figure 2 of  An Empowered Individual.  In other words, the leadership of most U.S. corporations decided to break the historical parent-child relationship. Our response to this shift in operation was fairly predictable.  We don \'t like it! We don \'t accept it! And furthermore, we will do everything possible to sabotage its implementation!  This is very  ChapterThree Page 70  People    The Living Organization ­ Spirituality in the Workplace  much like the reaction of a child being forced into adulthood. T h e harsh realities of empowerment, quality, reengineering, diversity, and most of all downsizing, have forced us to grudgingly accept the new pact. These imperatives have also forced us to finally acknowledge that we have always been adults, even if we have been unwilling to assume that role in the past. In reality, this acknowledgment is the result of reconnecting to our inner source for personal resolution. Once reconnected to this source, it becomes a permanent part of the way we live our lives. We begin to experience what it means to be whole as a human being. We also realize that an empowered individual is one whose mind-set for success is driven from this source, beyond external rewards or acknowledgments. Reconnecting to this spiritual source is the key to becoming an integrated person.  The Integrated Person An integrated person is one who has integrated body, mind, and spirit in the way he or she functions in everyday life. Integration is the result of the continual acquisition of wisdom through experiential learning. This type of individual is represented by the model shown in Figure 3 on the following page. Although we use models to describe various aspects of ourselves, in reality, body, mind, and spirit are one integrated whole. The physical body has a consciousness that is an integration of our propensity for survival and our cultural heritage accumulated over generations. The mind is our personal consciousness, which is the way we have individually programmed our total accumulated  People ChapterThree Page 71    William A. Guillory  Spiritual  (Inner Self)  The Integrated Person  Mental  (Brain Interface)  Physical  (Personal Consciousness)  Figure 3. The integrated person is one who has integrated body, mind, and spirit.  knowledge. This is the ego. It is unique for each individual. The spiritual dimension is our creative consciousness. It is the source of wisdom. The brain serves as the interface for both physical-mental interaction and physical-spiritual interaction. Therefore, feelings and emotions are either mentally or spiritually sourced. For example, emotional conflict experienced as anger by the body is feedback suggesting that the way our minds are interpreting events we experience should be reexamined. Reacting counterproductively to life situations, rather than responding proactively, is sourced from survivalbased beliefs that are most often invalid. These beliefs a r e programmed in our personal consciousness. Whereas, feelings of joy and exhilaration are spiritually sourced. The integrated person is able to distinguish life events that involve true survival from imagined survival.  ChapterThree Page 72  People    The Living Organization ­ Spirituality in the Workplace  The O. J. Simpson case was an excellent opportunity for each of us to learn about our personal programming in the areas of race and ethnicity.  The O.J. Case--A Mirror Reflection of the U.S. Most of us experience racial differences irrationally. Perceived from our own reality, we are right, irrespective of the emotional conflict we might experience. This was clearly demonstrated by the O.J. Simpson trials and verdicts. The U.S. public reaction was a clear demonstration of our collective irrationality. Public opinion polls showed that our agreement or disagreement about the verdicts were divided along racial lines. Most blacks believed Simpson innocent and most whites believed him guilty. However, few of those polled had seen much of the trial and none had been jurors. What then was the basis for our decisions? It was our personal opinions, predetermined by our racial programming. Few of us would admit that at the core of our belief system, we are racially biased. Unless we have had to face that issue in some traumatic way, then, at best, our core beliefs about racial distinctions have never been tested. Therefore, what we learn from the O.J. Simpson incident is how  mentally and spiritually divided  we are as a nation of people, and probably, as a world. Awareness begins by acknowledging that our reactions probably had little to do with the trials, but with our fundamental perceptions and beliefs about each other as a people. Diversity is the movement that attempts to challenge us to examine this most fundamental issue of human nature: the presumed superiority or inferiority of a person based upon race or ethnicity. However, as with  ChapterThree Page 73  People    William A. Guillory  most issues of this nature, the resolution will most likely b e precipitated by crisis rather than addressed proactively. Unless a critical mass of us are willing to tell the truth, as a prelude to action, then crisis is inevitable. The integrated person challenges himself or herself, without the necessity for external crisis, whenever he or she experiences emotional or mental conflict. The most direct indicators that harmony and balance are not present are reactions such as distress and illness. These are dramatic feedback mechanisms informing us that the way we are interpreting and responding to external events may be invalid. The message is to look inwardly for resolution. When ignored, we commonly experience even more severe physical ailments that, in some cases, may ultimately lead to premature death. When we choose to ignore personal growth, our bodies pay the price anyway!  The Spiritual Connection When athletes experience the  zone,  it is because mental processing shuts down and the physical body is driven directly from one \'s spiritual inner self. Time disappears. Events slow down. Outcomes are assured in concert with one \'s true intentionality. When meditating, mental processing stops and the spiritual self allows one the opportunity to spontaneously experience instances of insight, inspiration, and holistic seeing. Such experiences transform one \'s personal consciousness. This process is commonly referred to as spiritual growth because the result is greater integration of body,  ChapterThree Page 74  People    The Living Organization ­ Spirituality in the Workplace  mind, and spirit. These experiences are also described as a state of  bliss.  Abraham Maslow, the father of humanistic psychology, has described the integrated (or self-actualized) person in the following way.6  The integrated person is one who lives life naturally; is less split; more open to experience; less fearful; more spontaneous and expressive; ego transcended; closer to the core of being; more natural; one who trusts his or her own intuition, emotions, and thoughts; more accepting; and a `fully-functional person. \'   The breakthrough realization to becoming integrated is the understanding that we are spiritual beings having a physical experience rather than physical beings having a spiritual experience. Individuals who become more integrated by acknowledging and embracing their spirituality open themselves to extraordinary performance. In order for extraordinary performance to become reality, there must be a leadership support system that complements and enhances the potential of a highly competent individual.  Models of Leadership Having highly competent employees is only half the requirement for a high-performing organization. There must also be a system of operation that facilitates and supports the growth, learning, and well-being of those employees. Elements that most effectively support this process are a relatively flat organizational structure (minimal hierarchy), extensive information sharing, and t h e delegation of authority in proportion to an  People ChapterThree Page 75    William A. Guillory  individual \'s competency. The two models of leadership that dominate organizational operation today are illustrated below by Figure 4, as extreme ends of a spectrum. They are hierarchy and self-management.  Hierarchical Model  Vertical organization Systems orientation Individual orientation Management/supervision Job focused/fixed  Self Management Model  Horizontal organization People orientation Interdependence orientation Mentorship/coaching Job flexible/changing  Management Orientation  High-Involvement Orientation  Organizational Empowerment  Figure 4. Models of leadership spanning the spectrum from hierarchy to self-management.  Most organizations are moving from hierarchical operation toward greater self-management. This movement is driven by increasing customer demand for quality, customization, speed, and service7. Hierarchical-oriented systems are simply too cumbersome, slow, and outdated to adequately respond to these four performance requirements. Moving from left to right along Figure 4 means that the capability per employee increases in terms of competence, self-management, and continuous learning. Thus, as an average sum of all employees, the organization becomes more empowered. It should be stressed that the necessity for movement from left to right is driven by the stringent demands of the marketplace. In practice, organizations operate most  ChapterThree Page 76 People    The Living Organization ­ Spirituality in the Workplace  effectively by using a combination of management orientation and high-involvement orientation. The appropriate combination of these orientations is governed by meeting the requirements of an empowered organization discussed on page 16--profitable, productive, and employee-supportive.  Spiritual Leadership The force that drives an organization to proactively become more empowered is spiritual leadership. Spiritual leadership is the establishment of an environment where humanistic values are integrated with sound business practices to govern the way an organization achieves its business objectives. Spiritually-driven leaders inspire employees by living the values and modeling the principles espoused by their organization. When an organization becomes a highly empowered operation, it simultaneously becomes high performing. At this point, organizational confidence replaces competitive survival as an organizational motivation. The motivation to be a Living Organization is creative adaptation in response to accelerated change. Change, although still unnerving, is more easily accepted as an inherent part of the human condition and not something to be feared. It is viewed more as a constant source of environmental feedback requiring our natural creative ability for adaptation. Change opens us to our full capacity to be creative and innovative.  People  ChapterThree Page 77    William A. Guillory  W. L. Gore--The Ultimate in Self-Management The classic example of an organization that has operated in a self-managed way since its inception in the 1950s is W. L. Gore and Associates. They are probably best known for the breathable, waterproof material called Gore-Tex. The organization was established by Bill Gore Sr. and his family after he decided to leave the Dupont company. Bill was intensely interested in an organization of people who, in a very large part, were self-organizing. That is, left to their own devices, employees could find solutions to difficulties they experience by tapping into their inherent creative abilities. In essence, he assumed that human beings have an innate ability to organize themselves in such a manner as to achieve any objective to which they are committed. This assumption might be described as a leap of faith in the human spirit since at W. L. Gore and Associates, no formal provision is made for leadership in the traditional sense. In addition, the word  management  is banned from the vocabulary of the organization. To an outsider, their mode of operation might appear to be loose and sometimes chaotic. An associate who heads the Flagstaff, Arizona, division is John Giovale. He is strongly influenced by Gore \'s principles and is a tireless disciple for ensuring that their value system is never compromised in the interest of short-term profit. John has been a spiritually driven leader for the entire fifteen years that I have known him. He refuses to be singled out for acknowledgment, insists on getting maximum input on the discussion of all important issues, and encourages younger associates to begin learning how to solve (or resolve) their own problems. Structurally, the organization is a two-dimensional matrix. This means  ChapterThree Page 78 People    The Living Organization ­ Spirituality in the Workplace  anyone can go to anyone from whom they require something to successfully complete their projects. Work is structured around projects, almost totally involving teams. When someone joins the company, instead of being told what to do, the person is encouraged to  wander around  talking to project groups until he or she finds something interesting to work on. The organization abhors paper and rules. Once I facilitated a seminar where we generated some wonderful ideas for conducting a new project. After the seminar, they promptly asked me to either destroy the materials written on flipcharts or take them back to Salt Lake City with me.  The Way of the Future In a previous section, I stated that spiritual leadership is a context of operation where humanistic values are integrated with sound business practices. There is no more fundamental spiritual value than an inherent belief (or trust) in the capacity of people to constructively resolve any human conflict or challenge--and to creatively innovate new products and services necessary for longevity. The unspoken and unwritten principles of operation that characterize the Gore organization are the following: 1 . Our long-term existence as an organization is dependent on continually developing the competency of our people. 2 . The organizational structure that best supports the continuing development of our people is one with little or no hierarchy.  People ChapterThree Page 79    William A. Guillory  3 . The system of operation that best supports (1.) and (2.) above is one where our employees are e x t e n s i v e l y involved in policy making, decision making, and operations. Two crucial requirements for organizations operating in this manner are highly responsible and self-managed employees. In fact, the average employee who successfully adapts to the Gore culture is not the average U.S. American worker. Thus, the total number of Gore employees worldwide is only about 7,000. Obviously, this mode of operation would not be appropriate for most organizations. However, the spiritual principles espoused by Gore are progressively becoming necessities for all organizations aspiring to exist into the 21st century. As a postscript to this storybook description, the patent for Gore-Tex expired in 1995. As a result, Gore found itself in the throes of new competition. During 1996, they were intensely involved in the process of recreating themselves, but not at the expense of those enduring values and principles that have kept them in a class alone. As of 1999, they have successfully navigated the transition to a more competitive environment. A key element is the formation of a strategic alliance with a high tech corporation with the stated purpose being to again set the industry standard--this time in terms of medical support products and devices. Ten ways to become an empowered, high-performing, and integrated individual are described on the following pages.  ChapterThree Page 80  People    The Living Organization ­ Spirituality in the Workplace  Ten Ways of Becoming an Empowered, High-Performing, Integrated Individual The following statements are a list of guidelines to assist you in becoming an integrated individual. 1 . The only job security that exists is to have competencies that are of value to someone--so take responsibility for becoming highly competent, selfmanaged, and continuously learning. 2 . Evaluate your competencies and their relevance to what is wanted and needed by someone. Then create a personalized professional development (career) plan. 3 . Based upon the  new workplace rules  for employment, create your own personal minimum expectations necessary for you to be committed to an organization. Be personally responsible for your professional fate; no one else will. 4 . Take workshops to experience your spirituality and integrate it into your day-to-day life. 5 . Take a serious diversity training in order to experience whether you contribute to the spirit of your organization or drain it by supporting the status quo. 6 . If your organization does not live, enforce, and apply spiritually-sourced values such as respect, integrity, equality, and equal opportunity that are aligned with your personal values, then consider another organization. Otherwise, you may never realize your full potential.  People ChapterThree Page 81    William A. Guillory  7 . Define for yourself what comprises meaningful work and use it to redefine your work responsibilities. 8 . Take responsibility for learning how to be naturally creative and innovative in your work. If you don \'t, you will jeopardize your value to the organization. 9 . Find a quiet place, go into deep relaxation, create a mirror image of yourself, and respond to the following questions with respect to your workplace performance: a) What is my greatest physical barrier? b ) What is my greatest mental barrier? c) What is my greatest spiritual barrier?  d) What do I plan to do to overcome each of these? Then,  Just Do It!  and don \'t make a big deal of it! 10. Find an organization that supports the professional development of all of its people and join it. Your success is in your hands. Partner with an organization that truly values and appreciates you!  ChapterThree Page 82  People    ",72);arrFiles[48]=new Array(56,"downloads/pdf_files/spirit_ch4.pdf","9 Jul 2007","Spirit 4","","","ChapterFour  ServiceAn Unconditional Commitment To Others   One thing I know: the only ones among you who will really be happy are those who will have sought and found how to serve.  Dr. Albert Schweitzer Introduction Service is an unconditional commitment to the success and well-being of others and is based upon the realization of our natural relatedness to each other. This bond of this interrelatedness is not only physical, but mental, emotional, and spiritual as well. When this sense of connectedness is realized, we naturally feel a responsibility to act in a way that is mutually beneficial to ourselves and others. Paradoxically, the action taken is driven from an impetus to support the success of someone else and yet, in doing so, we simultaneously serve and nurture ourselves. The two experiences, of serving self and others, are inseparable because, spiritually, we are inseparable. The natural drive to serve is the essence of servant-leadership, as espoused by Robert K. Greenleaf, that we referred to earlier in Chapter One. This chapter will show how service, from a spiritual perspective, is related to the experience of humility. It will also show that continuous quality improvement, creativity and innovation, and quantum-thinking are orgaService ChapterFour Page 83    William A. Guillory  nizational skills that are necessary for us to meet and exceed the expanding expectations of customers.  Service Requires Humility When we think of serving, we generally think of p e o p l e like Jesus Christ, Mahatma Gandhi, Martin Luther King Jr., Albert Schweitzer, and Mother Teresa. We hold these individuals in a special class because of the impact they have had in transforming the consciousness of the world. Transforming consciousness is, by definition, a spiritual pursuit. Each of these individuals operated from a context of selflessness and an ownership of the conditions of others. Selflessness is the result of the personal realization of humility. Humility simply means that one realizes his or her equality and connectedness to others. This state of being is usually achieved by encountering, transcending, and being transformed by some life situation, condition, or event. Jesus is said to have gone into the desert for his transformation. Gandhi experienced what it was like to be East Indian in a white South African culture in the 1890s. King had the Civil Rights Movement literally thrust upon him as his experience of  fire and brimstone.  Each of us experiences this same process in our own unique manner. We may not impact as many people or transform the consciousness of the planet, but each of our experiences of transformation is just as powerful as theirs. The magnitude of the impact is simply proportional to the sphere of responsibility we view ourselves as having. Therefore, each of the individuals cited above would probably not consider their transformation as being greater in importance than what each of us experi-  ChapterFour Page 84  Service    The Living Organization ­ Spirituality in the Workplace  ences. The major difference is the size of the board upon which we choose to play the game. The life-changing experience of Jack Olsen illustrates this process.  Jack Olsen-- I Need All the Money That Exists to Be Secure  Jack Olsen is a medical doctor who would be described as very successful--successful in terms of the money he earned. For most of his life, Jack was driven by a desire to be rich. He had a private practice and he worked at a hospital clinic four hours in the evening. As a result, he had very little time for his wife and family. He always told them that his long working hours were necessary to provide a better life for them. Although they did not really believe this explanation, they did enjoy the  fruits of his labor  such as vacations, cars, and numerous consumer items. Everybody was getting what they thought they needed and wanted. Then one night, after working a twelve-hour day at his practice, Jack had a life-changing experience while driving to the clinic. A lack of sleep and preoccupation with financial expenditures had dulled his concentration for just a split second. In that instant, a semi-truck almost collided head-on with Jack \'s Mercedes. Afterwards, Jack pulled over to the side of the road. He explains that in that split second of his near-catastrophe, he saw his life as a  medley of events leading to now h e r e .   Jack knew that he had been permanently changed in a fundamental way. The impact of the change had not, as yet, fully registered. In an attempt to understand what had happened to him, Jack sought counseling from a therapist. He dis-  Service  ChapterFour Page 85    William A. Guillory  covered that his drive to accumulate money had little to do with his family \'s happiness. In reality, they resented his time away from them. He realized how much time he spent devising ways of getting more money from insurance companies and government agencies that sometimes bordered on falsifying his services. In spite of how much money he earned, it was being spent faster than he could accumulate it. He also realized that his credit cards were always overextended. This situation required  creative  ways of manipulating money that were at the least unethical, and probably illegal. As he replayed the  medley of events  of his life, Jack had a profound realization. He realized that his drive to make more money was a game without end. That is, he needed to own all the money that existed in order to be secure! In spite of the impossibility of his accomplishing this unreasonable task, that is what Jack actually believed at a subconscious level. This belief is what drove him. The underlying  aha  that led to his experience of humility was the realization that beneath it all, he was actually attempting to achieve  absolute security.  Through his personal insight, Jack learned that absolute security does not exist, no matter how much money is accumulated. His insecurity, stemming from a poverty-stricken childhood, could never be satiated by earning more money--thus his symbolic realization of  a medley of events leading to nowhere.  Jack describes this realization as having shaken the foundation of his entire existence. Everything changed. What is Jack \'s life like today? Following his realization, he immediately dropped the clinic work. He also began to view his patient-doctor relationship as one of changing roles. He would sometimes be the doctor of physical ailments, but often he was also the patient as  ChapterFour Page 86 Service    The Living Organization ­ Spirituality in the Workplace  he learned about life from his clientele. Whatever illusions he had previously believed about his being superior were invalidated. The experience of equality is the essence of humility. Jack also began conversations with h i s family about his realizations and how he had changed. These conversations were, at first, very upsetting to the family since they had enjoyed a worry-free life so far as money was concerned. But now, Jack was b r e a k i n g the unspoken agreement they shared: he earned the money and they told him how happy they were--which is the same as how secure they felt. This confrontation with his family \'s expectations continues to be the most challenging aspect of Jack \'s transformation. Will the family be willing (as opposed to able) to accept and adjust to Jack \'s transformation? At the time of this writing, the issue had not been resolved. For Jack, his immediate sphere of responsibility is his family and his medical practice. He transformed the nature of both as a result of his own transformation. It is clear to Jack that much of his life \'s activity is now driven by an inner desire to contribute to the physical well-being of others. He describes his inner desire as spiritual. He makes the point that spirituality is not to be confused with altruism, which he feels is driven from a belief in doing good for others. Belief-driven behaviors generally have a personal motivation, such as acknowledgment in service to others. To be spiritually driven is to discover your life \'s purpose and to fully express it, whether acknowledged or not. This natural desire to serve and contribute to others transcends beliefs and expectations that are personally motivated. It is based upon an unconditional commitment that is driven from one \'s inner spiritual self.  Service  ChapterFour Page 87    William A. Guillory  Service Is an Unconditional Commitment A basic premise for serving is being unconditionally committed to the growth, success, and well-being of others. An unconditional commitment means that there are no stated or unstated expectations as a motivation for contributing to someone \'s success. As suggested in the previous section, true service is not altruistic--where altruism carries any form of subtle or overt personal expectation. Such a commitment is born from the realization of our natural connectedness to others. It is our human differences that tend to create the idea of distinctions and, correspondingly, separateness. But, from a spiritual perspective, separateness is an illusion with respect to relationship. For example, if I were to hide the palm of my hand such that you only saw four different-sized fingers and a thumb, distinct, separate digits would appear to be real. However, when I reveal my hand and you see that my fingers and thumb are actually fundamentally connected by the palm of my hand, we begin to understand that all five digits are inextricably related. In fact, it is only through this connectedness that fingers and thumb work together to perform essential functions, such as writing this book. In a like manner, a basic necessity for serving is realizing the natural connectedness we have with those whom we serve in a business capacity. In business transactions, unconditionality is put into practice after a contractual agreement is established. Instead of simply fulfilling the letter of a contract, both parties flexibly transact in a way that is mutually beneficial. Furthermore, each party commits to 100% responsibility for the success of the other. It is not a 50/50 commitment! Assuming 100% responsibility for the  ChapterFour Page 88 Service    The Living Organization ­ Spirituality in the Workplace  success of someone else encourages extraordinary support in behalf of that individual, particularly when unexpected. This level of commitment has the greatest probability for mutual success. The following story illustrates these statements.   I \'m Bill Harrelson, VIP  Li Ming is an airline ticket agent who works at the busy Chicago O \'Hare Airport for one of the major airlines. Li is a second generation Chinese American. Her family values are strongly rooted in the philosophy of Lao-Tzu, a sixth century B.C. Chinese philosopher and the founder of Taoism. Therefore, compassion, patience, and the understanding of others are considered virtues in her family. Bill Harrelson was scheduled on a business trip from San Francisco to Rochester, New York. Just before leaving San Francisco, he learns of the death of a close relative in Detroit, Michigan. When he arrives in Chicago, he goes to the ticket counter where Li is serving customers. Bill impatiently informs her that he would like to be rerouted to Detroit for three days and then proceed to Rochester. He also indicates that the change is due to a death in his family which qualifies him for a discounted ticket to Detroit. Li listens patiently to Bill \'s situation, which takes about five minutes for him to explain. During this time, Bill does not notice the subtle signs of empathy and compassion displayed by Li because of a recent death in her own family. Meanwhile, those passengers in line behind Bill become noticeably irritated, assuming that the resolution of his situation is going to be lengthy. As a result of their reaction, Bill begins to  Service  ChapterFour Page 89    William A. Guillory  project his discomfort onto Li, targeting her as the source of the problem. Li patiently explains to Bill that she cannot issue a discounted ticket without proof of death, the name of the funeral home, and prior notice of the request that had been approved by her supervisor. Bill becomes incensed. He asks her how could she expect him to have such information and approval on such short notice. He further informs her that he is a million-mile flyer on their airline and that he deserves some form of special consideration in this situation. During his tirade, Bill informs Li of the name of his deceased relative, who had lived in one of the Detroit suburbs. Li asks Bill \'s forgiveness and informs him that she has to consult her supervisor in order to obtain the clearance he requests. She also calls another agent to assist with the passengers in her line while she consults with her supervisor. Li goes into her supervisor \'s office to place a call to Bill \'s family in the Detroit suburbs and obtains the req u i r e d information. She then returns to the ticket counter and informs him that his discounted ticket has been cleared and issues it to him. She smiles shyly and apologizes for the time it took to get the clearance and says that she hopes that things will go as well as possible in Detroit. For the first time, Bill recognizes the empathy and compassion in Li \'s expression. He smiles broadly, thanks her, and makes a mental note of the name on her badge. Postscript: Bill Harrelson was influential in his own right. The Vice President of Administrative Services for the airline was a good friend of his. As a result of Bill \'s feedback about the service he received from Li Ming, she was immediately advanced to a supervisory position. Li  ChapterFour Page 90 Service    The Living Organization ­ Spirituality in the Workplace  now also conducts seminars for ticket agents on how to remain poised in stressful situations. Thus, the spiritual saying:  What goes around, comes around.  The Learning: Making an unconditional commitment to someone is the result of experiencing empathy, compassion, humility, and love. These are defined below: · Empathy is the true caring and understanding of another \'s path as if it were your own; to be and see the world through their eyes. · Compassion is the unconditional acceptance of how others have chosen to create the circumstances of their lives and, where appropriate, have them realize the potential they possess for change. · Humility is the realization of the inherent equality of all human beings irrespective of differences, achievements, station in life, or any and all measures used to create distinctions. · Love is the realization of the interconnectedness we have with each other and the wisdom to know that, in conflict situations, we are observing mirror images of ourselves. As you read these definitions, you can see how each of them was played out in Li Ming \'s experience with Bill Harrelson. By the time their encounter was concluded, Li Ming had significantly impacted Bill \'s sense of appreciation for someone exposed to continual pressure.  Service  ChapterFour Page 91    William A. Guillory  Continuous Learning--Quality Improvement, Creativity, and Innovation A spiritually sourced mind-set of service is translated into practical application in proportion to the education, skills, and competencies we each possess. Because of the continually changing needs and desires of those we serve, service is dynamic. This means that we must continually upgrade our competencies as our customers \' needs and desires change. Today \'s emphasis on diversity has created special challenges in terms of reconciling speed, costs, and customized products and services. For example, as information systems and technology continue to proliferate, personal computer (PC) users have a tremendous variety of needs. These needs span the range from administrative, to computer-assisted design and manufacturing (CAD and CAM), to multimedia capabilities. Therefore, designing a system of production that effectively takes into account marketing and sales, research and development, manufacturing, distribution, and cost administration can be a formidable task for a PC manufacturer. Inspired by this challenge, Hewlett-Packard (HP) developed an integrated system of production that was acknowledged in 1996 as  best in class  in meeting not only the diverse needs of customers, but also the retailers who sell their products. When HP decided to develop a single hard drive to accommodate both DOS and MAC operating systems, they also saved their retailers valuable shelf space and inventory. In 1999, Windows Magazine rated HP excellent in system reliability, service, and tech support. PC Magazine, in a like manner, gave HP an  A  and  Reader \'s Choice  for service and reliability. As discussed in Chapter One,  ChapterFour Page 92  Service    The Living Organization ­ Spirituality in the Workplace  HP \'s heritage is creativity and innovation, not only in products and services, but also in process reengineering. Therefore, the first stage of customer service is meeting or exceeding those needs or expectations that are o b v i o u s or obtained from direct customer feedback. These efforts might be categorized as Continuous Quality Improvement (CQI). For those organizations that are equally driven in terms of service, their Research and Development (R&D) departments are continually seeking ways to measurably improve a product or service beyond the immediately apparent needs of the clientele. This process is initiated by acquiring user information from product service centers and by marketing and sales \' continual contact with customers after a sale is made. This information is then used to give direction to R&D in their efforts to create and innovate the next generation product or service. The next step in this process involves creatively integrating the information received, along with ongoing research, to actually produce the next generation product or service. It is important to note that this product or service cannot be described by customers since they are usually unaware, as yet, that they need it. This process is illustrated by the challenge Iomega faced in the early 1990s.  Customers--The Source of Change Iomega Corporation is a Salt Lake City-based organization that produces portable data storage hardware-- the Bernoulli box. Over a period of 13 years, they improved this product principally on the basis of internal research efforts by their in-house engineers. As sales began to decline, they came to the conclusion that they  Service  ChapterFour Page 93    William A. Guillory  had about eight months before going out of business unless something dramatic occurred in terms of new product development. Dramatic change began when they hired a new CEO who, in turn, brought on board a new vice-president of marketing two months later. The organization began an extensive customer feedback program. They also conducted customer focus groups to discover what customers needed and wanted, and what users thought of their present product. The organization received valuable feedback about the design of their product. They discovered that the customer wanted a storage drive that was simple to use, required little space, and an accompanying user manual that did not require an engineering degree to understand. This feedback turned out to be invaluable for Iomega \'s engineers and designers. It provided the opportunity for them to reinvent the company around a customer-driven strategy. In response, Iomega produced their revolutionary new product, the Zip drive. They referred to the stored data as  stuff  and simplified the design in accordance with the recommendations of their focus groups. If you are guessing that this is a success story about turning a company around in terms of revenue, your guess is right. Those are, after all, primarily the examples we use in our books. In this case, Iomega \'s revenues in 1991 were  136 million. During the one-year period from 1994 to 1995, they went from a  141 million to a  326 million company (an over 100% increase), and in 1996 their revenues were in excess of  1 billion. In 1998, the company achieved even greater financial success. What we learn from this story is that monetary success is often the result of a transformation in an organization \'s mind-set relating to service, commonly referred to as  ChapterFour Page 94  Service    The Living Organization ­ Spirituality in the Workplace  reinventing the company. However, new products have limited lifetimes, so their generation is an endless process. The necessary ingredients for an organization \'s continuing success are anticipating customers \' needs and creating products and services that exceed their expectations.  Any Quantum-Thinkers in the House? There are organizations that are in a class alone where service is concerned. These are organizations that view themselves as forging the future. They have already learned to anticipate the next paradigm and generate the corresponding products and services. Initially, these products and services have little relationship to what customers believe they need or want. Quite often, the introduction of such a product or service is initially met with suspicion and doubt, or with outright resistance. This product or service seeks to redefine the assumptions or working principles of the existing paradigm. Therefore, the new product or service appears to be a threat to those attached to the present paradigm. Historically, we can see these statements played out in retrospect. Moving from hunting, foraging, and wandering (which spanned centuries), the paradigm that redefined living groups of that era was based upon agriculture. Thus, domesticated animals, farming, farm utensils, and seedlings became the commodities of business. In this paradigm, power was based upon land ownership. The Agricultural Age lasted about 10,000 years. The next major paradigm began in England in the mid1600s and is described as the Industrial Revolution. Many of the innovations of that era revolutionized the U.S.  Service  ChapterFour Page 95    William A. Guillory  economy. This paradigm is also attributed, in part, to dividing the agricultural South and the industrial North, as a significant factor that resulted in the Civil War. The locomotive was one of the major inventions in land transportation during this era. The Industrial Age roughly spanned the years 1650 to 1950 (a period of just 300 years). Power during this era was based upon capital or money. Around the mid-1900s, the Information Age began. The major event of this era was the invention of machines called computers that could efficiently store, retrieve, and process information. This paradigm lasted from about 1950 to 1990 (a period of only 40 years). Power, in this more recent age, was based upon information needed in making strategic business decisions. Overlapping the Information Age is the Knowledgebased Age. Computers are products of the Information Age and software programs are products of the Knowledge-based Age. The latter paradigm began about 1985 and will run to about the year 2000 (a mere 15-year period). Power in this age is based upon knowledgeable, competent people. For example, seven of the top ten earners in the National Football League are quarterbacks, not because they are more skilled athletes, but because the position is more knowledge-based than possibly any of the others on the team. In this paradigm, emphasis is placed on creating  new knowledge  that continually produces, in turn, new products, services, and ways to be successful. Although the various paradigms have time spans of dominance, they never go out of existence. That is, land, capital, information, and knowledge all play critical roles in successful organizations today. They are used in varying combinations, depending on the type of business enterprise.  ChapterFour Page 96 Service    The Living Organization ­ Spirituality in the Workplace  The key to discovering your future product or service is being able to predict the next paradigm. This ability is called quantum-thinking. Having identified the next paradigm, you might ask,  What is our unique product or service that corresponds to this paradigm?  Credible responses require individuals who are unrestricted,  outof-the-box  thinkers. It may also be necessary to predict succeeding paradigms since their time frames, as shown in the foregoing discussion, are rapidly decreasing. For example, if the present paradigm, which began in the mid-1990s, is Spirituality (which is overlapping the decline of the Knowledge-based paradigm),  what product or service could you create that would be the result of spiritual sourcing and have practical application in everyday life?  Great question, right? Suppose the next paradigm after Spirituality is Oneness or Unity--that is, the planetary realization that separateness is an illusion (e.g., the global internet). What would