Yes
of
  • We develop roadmaps for breaking free of chained in the cave thinking and performing.

  • We collaborate on action learning and authentic change that looks, feels, and breathes differently, every single time.

  • We challenge mokita and put an end to avoiding the truths we all know but agree not to talk about.

  • We are careful to promise only what we can deliver.

  • We strive for vested relationships over contract negotiations.

  • We treasure individuals and interactions over the wizardry and magic potions of process and tools, data and technique.

  • We don't target symptoms. We target authentic issues and conscious-preconscious root problems resistant to authentic change.

  • Our authenticity is being true to our personality, spirit and character, and showing you ways to find and be true to yours.

  • Our collaborations are about trust—in the process, in the relationship, in the person, and in the cure.

We value storytelling because leaders and their stakeholders really do have the answers within themselves. They have the way forward and we help them find it.

No
of
  • We don’t do failure of nerve or learned helplessness well, and neither should you.

  • We’re not brilliant fact collectors who fit neatly and comfortably within political correctness.

  • We don't believe in trading labor for money. Both must co-exist for your company to survive.

We are not innovatively deluding our clients into innovatively doing the same thing over and over again, innovatively normalizing the abnormal (it’s still abnormal!), while assuring our clients different innovative results or end states.

Leadership

Dr. Mark Rogers, Psy.D.

Founder / CEO

IWB was started by Dr. Rogers and others, who as Truth Tellers, Mind Shifters and Idea Ambassadors: are rebooting mindshare and performance through organizational therapy. IWB partners and collaborates on transforming C-suites and senior leadership, their organizations and stakeholders’ narratives, business process management, and their climate and culture, from “merely interesting” to “truly-world-changing.”

With deep practical experience, IWB professionals are developing helping relationships—they enable their global clients to discover and apply the very best of themselves. Brilliance lies within all their stakeholders. IWB provides offerings in client-centered performance improvement, organizational change, and talent development for enabling agility and adaptability to flourish in this, Our Global Village.

Dr. Rogers is a true Learning & Development change agent with a mix of expertise in clinical, forensic, behavioral, & human performance psychology. As an executive coach and thought-provoking collaborator, he has transformed global organizations (corporate, academic, and military) by ‘rebooting the mind through mental athletics.’

His progressive perspective has rightsized L&D departments and transformed the workforce through capacity development, real-life scenarios, and by reframing entrenched mindsets. He has pivoted leaders’ insights and approach to organizational effectiveness and human performance improvement; and as a team leader, he has synergizing efforts across functional areas through performance improvement, including during post-acquisition phase.

Dr. Rogers moves beyond traditional MBA approaches in diagnosing unique business challenges, uncovering strategic blind spots, then implementing solutions that harness collective talent through action learning. He is able to read individuals beyond traditional L&D leaders and dives deeper in driving change and transformation from the organizational DNA Level in alignment with business goals. This is evident in how he is revered and solicited for his expertise by an intellectual and industry trend setting global network who value his leadership, strategies, and reforms in equal measure. He is considered a true critical thinker, progressive, action-oriented business partner who delivers results through vision and pragmatic execution backed by research and evidence-based strategic roadmaps. Dr. Rogers’ cultural perspective is expansive having travelled extensively across the globe.

Those who know Dr. Rogers regard him as an emotionally intelligent and transparent communicator who can ‘cut through the haze,’ helping leaders capitalize on immediate and long-term complex business opportunities with greater responsiveness and confidence in their workforce, emerging stronger from change and / or crisis.

Services

IWB’s center of gravity attracts clients who are in a state of readiness for change.

Our integrated global virtual work environments of vetted consultants, experts and professionals have deep practical expertise who bring unique perspectives. They have applied understanding of group dynamics and managing high-performance teams, and putting engagements in motion and seeing them through to completion. And of course, they have deep insights without borders.

of
  • Global Themes
    • Digital Disruption
    • Employment & Growth
    • Human Geography & Socio-Cultural Analysis
    • Leadership
    • Multirational Multinational Corporations
    • National Security
    • Robin Hood Redistributors
    • Urbanization
    • Winning In Emerging Markets
    • Women & Leadership
  • Industries
    • Advanced Electronics
    • Aerospace & Defense & Government
    • Chemicals
    • Community, Ngo & Social Services
    • Consumer Packaged Goods
    • Electric & Solar & Wind
    • Healthcare Systems & Services
    • High Tech
    • Law Enforcement & Security
    • Media & Entertainment
    • Oil & Gas
    • Pharmaceuticals & Medical Products
    • Public Sector
    • Social Entrepreneurship
  • Regions
    • Americas
    • Asia – Pacific
    • China
    • Europe
    • India
    • Middle East & Africa
Close

“mindshare”

  • When we’re all on the same page, we have mindshare. Then we can have authentic shared experiences, collaborative innovation, collective intelligence, even creation of collective consciousness.

  • Getting mindshare is what makes it possible for an organization to move forward with dispatch. Getting it opens new ecosystems and environments of innovation, intellectual and emotional capital, and thought equity, a place for the commerce of both the heart and mind. Without it, we get infighting, backstabbing, and all manner of dysfunction. Working with our clients, we seek to achieve mindshare through creative and transformative shared experience.

  • Nikos Acuna—http://mindsharebook.com; IWB Manifesto; IWB Going Primal; IWB TT&MS

Close

“organizational therapy”

  • Organizations like people need a little psychological help from time to time. That’s organizational therapy. In these engagements, we focus on what an organization does, how it does it, and why, not just at the rational level but also emotionally.

  • We introduce this notion because we want an approach that goes beyond traditional, conventional “rational” methods. Organizational therapy pays close attention to the different conscious and preconscious forces and their associated dynamics operating in organizations. It goes deep to discover “authentic realities” like what lies behind the insights in change or be changed. It uncovers all the many differences that exist amongst us all and identifies creative ways to bridge them.

    Our goal in working with clients is supporting them in charting new and more positive directions and transforming business narratives from “merely interesting” to “truly world-changing.”

  • IWB Manifesto; IWB Going Primal; IWB TT&MS; Schein, 2009, 2000; Kets de Vries and Miller, 1984; Plamen L. Dimitrov, 2008; Zaleznik, 1966; Levinson, 1972, 2002; DeBoard, 1978; Czander, 1993; Gabriel, 1999

Close

“action learning”

  • Many think that learning is a matter of study. Nothing could be further from the truth. You can’t know anything authentically unless you use that knowledge for something real. You can’t read about golf and say you know it, never having played the game. In business, action learning happens when a small group working on real problems, takes action, and learns as individuals, as a team, and as an organization. It helps organizations develop creative, flexible and successful strategies to pressing problems.

  • We have chosen to employ action learning in our work because our clients expect proven, real, and lasting results. Action learning addresses real life problems, in real time with reliably excellent results. Typically, a team works with a facilitator to establish an action plan to address a real issue. The team takes the first steps in the action plan, reflects on individual and team performance at getting results and adjusts the plan for another go-round. Because the problems and effects are real, the reflection work hones both individual and team skills. It also improves leadership skills and enhances organizational communications and development. Action learning operates in a wide range of situations: mergers and acquisitions, organizational change programs, client relationship management activities and professional services sales and marketing.

  • IWB Going Primal, IWB Primal Code, IWB Manifesto, and Study Guides and Strategies Website

Close

“center of gravity”

  • Organizations can undoubtedly lose focus and dissipate resources in the process. Creating a center of gravity (CoG) in any initiative is necessary for its success. It is the source of power that creates and focuses critical capabilities (CCs) to achieve results.

  • We have included this concept because it is central to achieving success in any organization’s initiatives. Critical Capabilities (CCs), the primary abilities required by the initiative, form the center of gravity (CoG). We guide our clients through a process of identifying these capabilities as well as how to source and support them.

    We do this by working with clients to develop Critical Requirements (CRs). These are essential conditions, resources and means for CCs to be fully operative. Without CRs, a CoG can’t function successfully, because the CCs will not be in place. The operative word here is “critical.” Although an organization or a system(s) might require many things, few requirements are critical. The task at hand is to identify those that are. Also critical vulnerabilities (CVs) are CRs that specify vulnerabilities that could damage the functioning of CCs. Either way, a functioning CoG provides the pull to success that organizations need in all their initiatives. We can help our clients build a CoG for their initiatives.

  • http://www.strategicstudiesinstitute.army.mil/pdffiles/pub363.pdf; http://usacac.army.mil/cac2/cgsc/carl/download/csipubs/COG.pdf; IWB Manifesto; IWB Going Primal; IWB TT&MS

Close

“trading labor for money”

  • Short-term thinking infects many enterprises. They trade long-term investments in labor and communities in exchange for higher profits and a few fleeting “attaboys” from Wall Street. We advocate investing for the long term in people and not in gaining a temporary financial advantage because ultimately the energy and commitment of a workforce all bringing their creativity, and innovation to bear — all pulling in the same direction — is the key to success. You and your people together have the answers you need.

  • We have introduced this phrase to counter the propensity of organizations to do the opposite. Wealth accumulating top executives are often insulated from the lives of ordinary people. They live in illusive worlds, draining their organizations and their customers of their resources and are so isolated from reality that they know not what they do, nor how else to live. They are groomed to ignore each time a major enterprise announces a cut back of thousands of jobs. These top executives get richer and the incomes of thousands of workers whose jobs have been eliminated decline. They participate in an ongoing process of shifting wealth and economic power from those who are engaged in the production of real value to those who only accumulate wealth. They believe it is their right to see their wealth grow without limit, regardless of their needs or productive contributions. This view comes from a belief in scarcity and which in turn comes from a narrow view of what’s possible.

    There is another way to do business, one that delivers real value to all stakeholders where nobody wins at the expense of anybody else. This view comes from the belief in abundance, and that the access to wealth is the opening of our minds to one invisible resource. It’s our people, our workforce. We assist our clients in opening that possibility in their organizations.

  • http://www.pauldryden.co/tag/profitability-bias/; Friedman, T., 2000; Korten, 1995; Issak, 2005; http://www.colorado.edu/AmStudies/lewis/ecology/threat1.htm#rules; http://www.tor.com/2011/02/24/star-trek-re-watch-the-cloud-minders/; IWB Manifesto; IWB Going Primal; IWB TT&MS

Close

“vested relationships”

  • Commitment is missing in many business dealings that causes follow through and results to be lacking. We speak of vesting in relationships among all stakeholders as a vehicle to carry commitment. We believe in creating highly collaborative business relationships that enable true win-win results in which both parties are equally committed to each other’s success.

  • We have introduced this concept to develop resilience when encountering change in the business landscape. This focus empowers our clients and their business partners to work towards mutually shared goals, rather than pitting one against the other. It makes explicit the rules that organizations can use to craft agreements that reflect their stakeholder’s mutual commitment to improved service, much higher levels of performance, and reduced costs, creating value for all concerned that didn’t exist before.

  • http://www.vestedway.com/what-is-vested/; http://www.vestedway.com/step-3-establishing-the-six-essential-relationship-principles/; http://www.vestedway.com/wp-content/uploads/2012/09/agreement.pdf; IWB Manifesto; IWB Going Primal; IWB TT&MS

Close

“cave thinking”

  • Cave thinking is the thinking of trapped organizations. When groups function within cloistered walls of a cave with half-seen images on walls that are taken as real in the shadows, they adopt false beliefs and make bad decisions. These shadows are the illusory forms of obscured realities; at best the symptoms instead of the causes.

  • We use the image of cave thinking to illustrate a fundamental point in all our work. Initially stated problems are often not the real problems. Blind spots and preconscious problems repressed by shadowy symptoms complicate organizational functioning and polarize climate and culture leading to a cover your ass (CYA) or Trust your Neighbor Brand your Stock mentality. Treating the shadowy illusions as reality erroneously normalizes the abnormal. This kind of thinking is a sure way for executives to break trust with those that depend on them and lead to the certain economic decline on their watch, or bestowing it on to those to follow.

  • IWB Manifesto; IWB Going Primal; IWB TT&MS

Close

“authentic change”

  • We have a very special social way of looking at authentic change. It’s the willingness to be who we are; tell the truth in caring ways, and supporting the integrity of other’s concerns. The more we self-disclose, become authentic, accept vulnerability, and are truth tellers, the safer others will feel doing the same.

  • We have chosen to use this term to emphasize our commitment to shared experience and breaking down barriers as the key to organizational health and success. Whether it’s work-life balance, organizational alignment, high-performance teams, or quality management, the secret is authenticity across all these boundaries. When people work across functions with authenticity as their core value, they produce change that works for everyone. Done this way it looks, feels, breathes, and sounds different every single time. Brilliance lies within each of us. We don’t get the benefit of that brilliance unless trust is high and the barriers are down, so all freely contribute authentically to the work.

    This level of trust does not occur in unsafe settings. We work closely with our clients to create that safety.

  • Kets de Vries, 2001; IWB Manifesto; IWB Going Primal; IWB TT&MS

Close

“mokita”

  • In English translation, mokita is “the truth we all know but agree not to talk about.” It is a word taken from a language called Kivila and spoken in Papua New Guinea. Several concepts in the English language related to mokita are the “elephant in the room” and the “polite fiction” where everyone is aware of the truth but pretends to believe some alternative version to avoid shame, embarrassment, or conflict.

  • We introduce this term because we must challenge mokita. It is the only way to put an end to the truths we all know but agree not to talk about. It can do a great deal of damage to individuals, climates and cultures in organizations because we do not address the actual problems or work on the needed solution. Instead, we end up working on things that will make no difference, wasting time and resources. We believe that working with our clients, we can overcome mokita.

  • http://www.joshuakennon.com/mokita-the-truth-we-know-but-agree-not-to-talk-about/; IWB Manifesto; IWB Going Primal; IWB TT&MS

Close

“learned helplessness”

  • Sometimes our “stuckness” is within. We believe we are powerless when we are not. Learned helplessness is a behavioral or mental state in which we experience dehumanizing provocations and are unable or unwilling to avoid subsequent encounters because we have come to believe that we can’t control the situation. This inaction leads us to overlook opportunities for relief or change. We believe that the impacts of such unfortunate events persist and that it is our own fault.

  • We have introduced this idea because learned helplessness is organizational poison. It often becomes a narrative of cultural disempowerment. C-suites and stakeholders build concentric circles of excuses that absolve them of accountability for needing to change or deliver improvement. Instead of discovering creative ways to deal with aversive situations and events, they accept the status quo and blame external conditions for the problems that exist.

    This spreading infection is passed on by C-suites and stakeholders from group to group and level to level. The standard response eventually is some variation of “We’d love to do that, but we really can’t.” These blind spots break trust and lead organizations to endure economic decline. In our work, we offer an antidote to help our clients rediscover their power and set them on a course of unlearning their helplessness.

  • https://hbr.org/2012/06/learned-helplessness-in-organi; https://web.stanford.edu/~ngoodman/papers/LiederGoodmanHuys2013.pdf; IWB Manifesto; IWB Going Primal; IWB TT&MS