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News and Articles Human Synergistics in the media Human Synergistics helps brewery change leader behaviour. This article appeared in T+D (Training and Development). http://www.astd.org/TD/
Human Synergistics in the media Human Synergistics International CEO, Rob Cooke, and Vice-President of People Development at Hewlett Packard, Linda Sharkey, describe how they used the L/I tool as part of the leadership development at GE. This article appeared in Consulting Today - Leaders. www.consultingtoday.com
Human Synergistics in the media A company's culture can be its best asset. When it's more than just hype it can inspire and empower staff to take the business to great heights. This article appeared in the March 2006 edition of Australia's leading magazine for managers, "Management Today", published by Text Pacific Publishing for the Australian Institute of Management.
Human Synergistics in the media Keep your friends close and your enemies closer, goes the saying. But how well does this strategy apply in practice when long-time pals have to vie against each other in the sporting arena or at work? This article is reproduced courtesy of Sunday Life, the Sunday magazine in Australian newspapers The Sun-Herald and The Sunday Age. The article appeared in the 26 March 2006 edition.
Research Paper Culture change initiatives can lead to real financial returns. This research paper by Eric J Sanders and Dr Robert A Cooke summarises the results of a series of studies that demonstrate the strong relationship between constructive organisational cultures and financial performance.
Research Paper Organisational Culture is a key determinant of staff satisfaction, intention to stay and whether staff recommend their organisational to others as good place to work. Research from over 130,000 Australian and New Zealand staff shows Constructive cultures high in Achievement, Self Actualising, Humanistic-Encouraging and Affiliative behaviours lead to positive staff, organisational and customer outcomes. Cultures high in Passive/Defensive and Aggressive/Defensive behaviours promote staff dissatisfaction, high staff turnover and reduced customer outcomes.
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