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How Business Can Learn From The Performing Arts: A Case Study

April 1, 2017June 21, 2017 human_energyBusiness and the Arts

By Dr Mark Powell and Jonathan Gifford In 2011, a major oil and gas exploration company based in the UK set out on an extraordinary, arts-based leadership development programme at Oxford University’s Saïd Business School, designed and led by Dr Mark […]

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  • Your Darkest Hour? June 29, 2018
  • Employee engagement – a relationship in crisis? November 4, 2017
  • Blind Opimism: The Stockdale Paradox November 4, 2017
  • The difference between learning a new leadership theory and being a better leader October 18, 2017
  • The Sweet Smell of Success August 9, 2017
  • Scientific Management: The Pernicious Persistence Of Taylorism June 8, 2017
  • 10 Organisational Behaviours Stuck in the Industrial Era June 7, 2017
  • Creating Organisational Cultures for the Age of Ideas June 6, 2017
  • Hero Leadership Is A Big Ask: We Need Leadership In Depth June 5, 2017
  • Rethinking ‘Human Resources’ June 4, 2017

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    Employee Engagement – What We Believe

    • 1. Current Engagement Surveys Aren’t Telling Us What We Need To Know
    • 2. We Need To Understand What Drives Disengagement
    • 3: Organisational Cultures Must Be Analysed In Detail
    • 4: Every Corporate Culture Is Different
    • 5: All Organisational Behaviours Connect
    • 6: Improved Engagement Improves Productivity

    The Human Energy Organisation

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    Freeing Human Energy

    The Human Energy Organisation is devoted to freeing up the latent human energy that exists in every organisation (see ‘What We Believe’, opposite).

    Current surveys fail to discover the root causes of disengagement. A more detailed analysis of organisational cultures (see our eGap diagnostic) reveals the precise organisational behaviours that are creating disengagement and enables meaningful conversations that can lead to remarkable improvements in levels of employee engagement.

    The Human Energy Organisation
    jonathan at humanenergy.org.uk
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