Is your organisation able to respond instantly and efficiently to challenges?
Which reflexes need honing?
Organisational Intelligence (OQ) allows organised systems to learn from their successes and mistakes, getting everyone involved focused on maximising results, enabling spontaneity and intuition to fall on a fertile soil, within a supporting environment. Looking at the organisation thru a systemic lens, the farther and faster a given organisation is able to read impulses coming its way, accurately and intelligently interpret them and as a consequence organise itself for its acting on it to bear optimal impact, the higher the measurable results – results as expected outputs of the organisation, results as leadership and management see them, results feeding workers and partners.
Varying fields of organisational intelligence contribute significantly to the success of a given organisation, whether a public service area, private manufacturing or services corporation, or a family owned business.
Emotional Intelligence (EQ) characterises the complex art of integrating the human factor into a business environment. As sophisticated as some business models may be, and none withstanding their propensity to drive home positive results, it all hinges on people’s ability to show up fully at the workplace.
Focusing on leadership skills and capabilities, the Emotional Intelligence (EQ) framework identifies the main drivers for individuals to live their genius fully in the work environment. Leadership styles, emotional competencies, boundaries of a comfort zones and exploration of shadow aspects of one’s value system have a bearing on one’s ability to take optimal choices – or rather not – on a daily basis, on an hourly or even moment by moment basis.
Would this be worth focusing on?
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Happiness Intelligence (HQ) is a field little investigated in most business organisations. Based on the dynamics of enjoyment and its effect on the individual, this discipline defines the levers allowing a significant increase in value for all participants in an organisation, as soon as their own value system gets positively reinforced.
Fascinating field where resonance between individuals and groups is shown to impact reality, the setting up and driving of an organisational value system driving to increased happiness is far from its initial risible beginnings. Taught at Harvard, this field of impact on systems holds immense latent levers.
Does your organisation willingly harvest this potential today?
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