Establishing an Agile Mindset and Culture for Workforce Preparedness: A Baseline Study Gerald C. Gannod, Willam F. Eberle, Douglas A. Talbert, Robert A. Cooke, Kathy
Measuring Normative Beliefs and Shared Behavioral Expectations in Organizations: The Reliability and Validity of the Organizational Culture Inventory® Robert A. Cooke and Janet L. Szumal
What Matters More? The Impact of Industry and Organisational Factors on Organizational Culture Anjali Chaudhry, Ling Yuan, Jia Hu, Robert A. Cooke (2016) Click here
Lorraine McCarthy, Counsellor/Coach, Human Synergistics Australia Power Style is about being in control. Those who have been in Foundation Workshops with me have heard me
Lorraine McCarthy, Counsellor/Coach, Human Synergistics Australia Oppositional Style is best summarised by two of the items, ‘usually against things’ and ‘opposes new ideas’. I am
Lorraine McCarthy, Counsellor/Coach, Human Synergistics Australia This writing on Avoidance is due to be published today. I am only just doing it at ten in
Lorraine McCarthy, Counsellor/Coach, Human Synergistics Australia In describing ourselves as moderate to high in Dependent Style, we are saying we do not believe that our
Lorraine McCarthy, Counsellor/Coach, Human Synergistics Australia If we describe ourselves as being moderate to high in Conventional Style, we are telling ourselves that it is
Lorraine McCarthy, Counsellor/Coach, Human Synergistics Australia If in our LSI 1 we describe ourselves as moderate to high on Approval Style we are telling
Corinne Canter, Senior Consultant, Human Synergistics Australia Mergers, acquisitions and other forms of strategic alliances generally have two dimensions which are crucial to their success1.
