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Conceptualizing Conscious Capitalism

Seminar Samples:

"It's about time", Time Seminar by i4 Advantage.


Crack the Code of Conflict Presentation.

Self-development baseline link:
Begin i4 Advantage’s Devine Inventory.

Cultural Assessment
Integration: Culture-Wide Assessment


What is a deeper purpose?
Purpose: The Starting Point of Great Companies
Excellence: The Good
Heroism: The Effective
Discovery: The New
Altruism: The Helpful
(From Author: Nikos Mourkogiannis)




Organizational Development for the Conscious Business

Organizational Development.
Growth, change, pressure, and flexibility are results of a creative vision. Sometimes they are the result of external changes in the market place. At other times they are the result of internal changes. Whether you have such situations facing you or not is indicative of your awareness. Nothing stands still. Awareness of the forces affecting your business, your life, and those you care about, is the sign of a successful leader. Leaders apply pressure toward positive growth and respond to the feedback all along the road. You need all the support available to navigate change and growth as successfully as possible.

My background in systems development from the scholarly and practitioner area can help. In addition to having a Master Degree in Human and Organizational Systems, I have led organizational change in health care and community education, and finance and portfolio management. Now, I am involved in the organizational development that integrates holistic living, financial living, and business paradigm shifts through the "Conscious Capitalism" model.



Types of Organizational Change.
Open systems are what conscious capitalism is all about. An open system is a relationship between each part of an organization as it relates to the purpose and goal of that organization. Here, the purpose of the business becomes clearly paramount. How best to communicate that purpose from the laborer to the executive level is a challenge leaders face regularly. Purpose is key.

Incremental change is the easiest to experience. Just one little change after another. However, after enough incermental or gradual change major reorganization is usually needed. How do you maintain the feel of the small organization when you become bigger? Is it necessary? Have priorities changed? What about control of quality? Are new feedback mechanisms needed?

Punctuated Equilibrium change is a disruptive change. It is when the "status quo" must go, or just does go. Things are not the same. It's the end of the world as we know it and on you go to challenges that present great opportunities. Sometimes, there are dangers. Most change occurs this way. You need to be ready and I can help.