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Mergers and Acquisitions – Lessons Learned
The prevailing view is that 70 to 80% of mergers and acquisitions do not produce the business results that they were intended to produce. Yet the basic approach to integrating mergers and acquisitions has not changed in ways that alter the statistics. Based on our M&A work with both large and small companies, this paper discusses common integration errors, how to avoid them, identifies “what is missing” and presents a short case study demonstrating the effect of our approach to integration.

Listening: A Key to Creating Change
New futures for organizations and the people who work in them are possible, even if we don’t currently see how to make them happen, if we learn to listen in new ways. This article reveals the automatic, habitual ways we listen and suggests new possibilities for working together that will help us create change.

Communication at the Scale of Organization
No one and no organization has “cracked the code” on communication at the scale of organization. Indeed, the quest of many to codify communication at this scale may be a result of a hidden assumption that such a phenomenon can be reduced to a “code” or “recipe.” Generative Leadership Group has developed useful distinctions that allow people to see, think and act from different scales and recognize patterns. This paper reviews those models and distinguishes new, powerful ways to increase the effectiveness of organization-wide communication.

Minimalism and Large-Scale Systems Change
If we are serious about creating a new model of organization, one that is non-linear, non-reductionistic and non-hierarchical - in other words, non-Newtonian - then we have to examine the implications of such a model for leadership and management. Consider that organizations, and indeed the people that make them up, are chaotic systems. This view has significant implications for large-scale systems change, which are explored in this paper.

Notes on Finite and Infinite Games, by James Carse
At first blush, this small book, with its philosophical bent and poetic language, would seem to have very little to do with business or organization. James Carse is a professor of theology and the history of religion, and does not claim any particular expertise – or even interest – in the business world. However, in the context of creating large-scale systemic change and integration, Carse’s work becomes very relevant.

Notes on The Silence of God, by James Carse
Again, Carse’s writing – and the title of this book – seem to have little to offer organizations. But in the context of leadership and whole-systems integration, this thoughtful and philosophical examination of listening and speaking has powerful implications.

Creativity that Lasts (reprinted from Spirituality and Health)
A national magazine profiles Generative Leadership Group’s unique leadership approach, and takes an in-depth look at the power of context and its impact on innovation and organizational development.

Bibliography on Organizational Transformation, 12th Edition
A highly subjective list of books that you may find useful in your examination of organizational development, whole-systems integration and leadership. We suggest you treat it as a starting point for your own inquiry, rather than something definitive. Please see our on-line bookstore for more information on selected titles.

Enneagram Overview
The Enneagram is an integrated model of the human psyche, exploring nine personality “types” and their implications. The profile that emerges is useful for a wide variety of purposes: professional development, education, relationships, counseling, coaching and more. This overview provides a brief about each of the nine types along with the implications of the different levels of health in each type.

Enneagram At-A-Glance
These Enneagram charts provide a quick snapshot of the different personality types, how to work with each, the effect of “wings” (secondary types), and other ways to use this complex and holistic system to understand yourself and others.

Designing and Delivering Breakthroughs
There has been a fair amount of research on breakthroughs. Some people take the position that innovation cannot be deliberately planned. Others argue that breakthroughs do not occur by design, but are rather accidental and random, a matter of luck. We reject these conclusions, and have proven through our work with clients that breakthroughs can be deliberately planned and executed. This paper describes how to design a breakthrough and the key components that must be present to achieve unprecedented results.

Appreciation and Acknowledgement
Appreciation and acknowledgement are simple and cost-effective ways to help engender employee motivation, retention, satisfaction and success. This paper presents GLG's views on the topic, contrasts acknowledgement and financial rewards, and offers helpful tips and suggestions for appreciation. There are case studies of successful programs, and a bibliography for further research.