Abraham Maslow is widely credited with originating the Four Stages of Learning model for individual and corporate change. Though Maslow never did much with it, a good many people have taken a swing at improving on his thinking about how organizations learn and change (Mike Vance introduced the model to us about 1980). The Change Engine is our attempt to account for key variables in perception and behavior — especially as they affect corporate learning. [first in a series]

In this final part of a series on best practices, Dan Wooldridge points out that chasing best practices by definition demonstrates that you are lagging. He urges us to move toward the front by developing next practices.

Dan Wooldridge, in his series on Chasing Best Practices, explores the question of whether Biblical best practices actually exist.

Conscious Incompetence — finding out there's something we don't know — creates an opportunity to solve a problem or seize an unanticipated opportunity. It's also a chance to reaffirm priorities by taking a pass on something that could be a distraction from the core mission. Second in a series on the InsideWork Change Engine.

Dan Wooldridge, having written about the dangers of mindlessly pursuing best practices, provides seven suggestions for the effective pursuit of best practices.

In the first installment of a three-part InsideWork series, Glenn McMahan writes about the connections between international soccer and business. Glenn interviewed Moraci Sant’Anna, the innovative physical trainer for four of Brazil’s World Cup soccer teams, including the winning team of 1994.

Dan Wooldridge shares two more things that leaders can do to transform dysfunctional cultures in organizations. Here he talks about eliminating the "dumb things we do around here" and catching people doing the right thing.

Dan Wooldridge describes the first three of five things that leaders can do to turn around dysfunctional culture in an organization.