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Getting to Yes: Negotiating Agreement Without Giving In

The foundation text on interest-based problem-solving and negotiation. Since its original publication nearly thirty years ago, "Getting to Yes" has helped millions of people learn a better way to negotiate. One of the primary business texts of the modern era, it is based on the work of the Harvard Negotiation Project, a group that deals … Continue reading Getting to Yes: Negotiating Agreement Without Giving In

The Theory of Constraints and Inherent Dignity

IF you start from the premise that people are "Inherently Good" AND you use the principle of "Inherent Simplicity" to help people discover more "Inherent Harmony", THEN you will release more of the "Inherent Potential” and gain access to more “Inherent Dignity”. The four pillars or beliefs of Theory of Constraints (TOC) Management Philosophy are … Continue reading The Theory of Constraints and Inherent Dignity

How to improve your leadership with 4 questions!

Here is how you improve your leadership thinking and behaviour. There are four questions you must answer. They logically have to be answered in order. Why change? Only you can answer this one. You know better than anyone what change will fix for you and what the benefit of improvement is. It is safe to … Continue reading How to improve your leadership with 4 questions!

What is Interest-Based Problem-Solving?

It is estimated that employees spend 42% of their time engaging in or attempting to resolve conflict and 20% of Managers' time is consumed with conflict-related issues. Masters and Albright (2002), in The Complete Guide to Conflict Resolution in the Workplace, point out that people thrive on conflict in most areas of their lives–football games, political debates, legal disputes–yet … Continue reading What is Interest-Based Problem-Solving?

High Performance Engagement (HPE) has been a fantastic success story for Air New Zealand

"High Performance Engagement (HPE) has been a fantastic success story for Air New Zealand, setting the tone for collaboration at all levels of the organisation. Employees have direct and substantive involvement in problem solving, initiating improvements and the decision-making process, which has led to an increase in collaboration scores in our regular employee engagement survey. HPE has … Continue reading High Performance Engagement (HPE) has been a fantastic success story for Air New Zealand

Interest Based Problem Solving – The Steps

At its heart, Interest Based Problem Solving is inherently simple.  There are four steps. Step 1: Defining the Problem - The Opportunity Statement This step leads a team to develop an Opportunity Statement.  An opportunity statement creates the boundaries for the problem solving, usually begins with “What can/might we do to …”, is open-ended and … Continue reading Interest Based Problem Solving – The Steps

How to become a ‘daring’​ leader …

If daring is the key to great leadership, and vulnerability is the key to being daring, then how can we combine the research on vulnerability with existing world-class tools to measure our journey towards becoming a great leader? The picture below shows the before and after of one of my clients. It shows a shift from … Continue reading How to become a ‘daring’​ leader …

Interests and Positions – IBPS and a Tale of Two Chefs

Interest Based Problem Solving is one of the key tools used in a High Performance through Engagement Strategy.  It enables the people closest to the customer or processes to clarify the problems, analyse the problem, develop multiple options and craft innovative solutions. The use of Interest Based Problem Solving (IBPS) as a means to engage … Continue reading Interests and Positions – IBPS and a Tale of Two Chefs

How to grow with inherent dignity

How to grow with inherent dignity

This article explains the challenge of growing with inherent dignity and what you can do about it. Let’s explore... "I think, therefore I am" This statement by René Descartes became a fundamental element of Western philosophy and is at the heart of the western analytical approach to life. It is self-focused. "I am, because of the others" This statement … Continue reading How to grow with inherent dignity

Why do we find it so hard to change mindset?

Have you ever wondered why we often find it so hard to change mindset? Consider the common phrase, 'You can't teach an old dog new tricks'… Now think about a recent example where you attempted to make a change in your behaviour at work, or at home, but inevitably fell back into old habits… Why … Continue reading Why do we find it so hard to change mindset?

What is interest-based bargaining? A free online training module.

This is one of the best online introductions to Interest-Based Bargaining we have seen and we acknowledge the copyright of The Fair Work Commission in Australia. Learn about a collaborative approach to bargaining – interest-based bargaining – and hear from employers, employees and representatives who have used it in their workplaces. Module overview This learning … Continue reading What is interest-based bargaining? A free online training module.

Critical Chain is a book on Leadership

“"I chose you because of your unique style of teaching," he surprises me. "Teaching through open discussion?" I'm astonished. "Yes," he says categorically. "For this program I'm more and more convinced that that is the only prudent way. The students have the relevant day-to-day experience. Open debate, steering a group of people to develop the … Continue reading Critical Chain is a book on Leadership

Inherent simplicity opens the door to our hidden beliefs.

"And your last observation highlights why Inherent Simplicity is so helpful. Inherent Simplicity recognizes that as we dive down, causes converge. Convergence means that each meaningful cause is responsible not for just one effect, but for more than one. Believing in Inherent Simplicity assures us that for any meaningful cause there are at least two … Continue reading Inherent simplicity opens the door to our hidden beliefs.

Did you know you can measure resistance to change?

The reason most people want change is to get more satisfaction. The reason most people don't want to change is to maintain their security. When people feel pressure to change and they feel pressure not to change they resist change. That is not good for people who want to grow (and that is everyone!) There … Continue reading Did you know you can measure resistance to change?

Do you pride yourself on your ability to do exactly what is expected?

You may have developed high levels of ‘conventional’ thinking and behaviour that could be acting as a handbrake on your success. Hi, I am Karl Perry. I coach people to develop thinking habits that create success. Some thinking habits act as a handbrake on success. Let's check that handbrake for you. The more these statements … Continue reading Do you pride yourself on your ability to do exactly what is expected?