It is accepted that in today’s business environments, which are driven by increased competition and global expansion, a company’s most important asset is its people. This statement can only hold true in organisations where all employees are performing optimally and adding value.
WorkInFlow’s philosophy is that work is stratified across seven broad themes, that individuals develop at different rates, and that a likely trajectory for an individual can be identified irrespective of educational and work experiences. The naturally occurring maturing of fluid potential of an individual can be represented graphically and is predictive. Latent potential is necessary but not sufficient to experience flow in work. Being in flow is the positive experience created when the challenges being undertaken by a person are compatible with his or her current inherent potential, current knowledge and skills, and their sense of meaning, purpose and values. It is the state a person is in when they are so engrossed in an activity that nothing else seems to matter; the experience is so compelling that it will be done even at great cost, for the sheer joy of doing it.
To remain in flow, a person must increase the complexity of their work whilst developing the depth and breadth of knowledge, skills, and experience needed to meet the increasing challenges, as well as identifying and harnessing the strengths and weaknesses of their individual temperament, style and context.inherent
Philosophy and Foundation
More about what underpins the approaches through which WorkInFlow can support your organisation in seeing and building value
The Concept of Flow
Simply put, flow is the dynamic relationship between challenge and capability.
WokInFlow offers practical tools for a deeper understanding of capability and challenge, helping individuals and organisations restore and sustain a state of flow.
Matrix of Working Relationships (MWR) ©BIOSS
The Matrix of Working Relationships (MWR) is based on Stratified Systems Theory, developed by Elliot Jaques. Based on research that started in the mid-1940s, it is one of the most comprehensive and useful models of organisational behaviour and dynamics currently available.
The MWR model identifies seven themes of work, differentiated on the basis of complexity and time-span of decision-making.
Tripod of Work ©BIOSS
We share the BIOSS perspective on leadership which is distilled in the Tripod of Work. This model emerged from decades of listening to people – at all levels of work, in diverse organisations and a multitude of cultures – talk about the conditions in which they felt they could be most effective as individuals and working together in teams.
