The expectancy of a situation with auspicious outcome and exalted emotions of well-being.
The awareness of having personal and supportive resources to overcome a challenge.
Mandates, organizational charts and any other implicit or explicit directives. Authority pathways are either conducive to empowerment or to helplessness.
An opportunity to access and apply ancestral wisdom during conditions of forced isolation from social distancing. As modern Homo sapiens we have over 150,000 years of accumulated adaptive skills to successfully navigate drastic changes in our environments.
When a person, group, or system delays or disrupts the flow of planned action.
In biocognitive theory, change horizons are the culturally learned duration that we give to transformation. Knowing how to modify the cultural speed of perceived change, could trigger spontaneous remissions and other biological conundrums that defy conventional healthcare parameters.
The extent to which integrated components of effectiveness and efficiency maximize mental, physical, and spiritual health.
The implicit language (felt meaning) exchanged within a group or organization. The implicit language (interpreted meaning) may be different than the explicit language (intended meaning). Implicit and explicit language should communicate the same information.
Level of productivity that an individual exerts with maximum wellness. Contributory presence is positively affected by empowerment, and negatively affected by chronic illness, job apathy, and other shadow costs (See Shadow Costs).
Coauthored Cultural Contexts
A context that harmonizes the values of an organization’s culture and the cultural values of its employees.
Coauthored action that has contextual relevance (i.e. making sense of the conditions) for the individual performing a task and the organizational goal. The synergistic effects of cohesiveness between an employee’s conceptual meaning of a task and the intended meaning of the mandate, increases shadow capital (See Shadow Capital).
Cultural Language Portals
Stages where the cultural language of an organization interprets mandates and directives. The three portals are identified as the executive (policy makers), manager (policy conveyer) and employee (policy recipient).
Once local intelligence has reached the limits of its internal capacity to overcome adversity, it summons the required external resources to take over, and moves on. These processes are decentralized, determined by contextual challenges. (see local intelligence)
Our proprietary strategy of downward development to ensure that empowering mandates and directives are communicated fluently from policy makers to policy recipients, via the existing Authority Pathways of an organization (See Authority Pathways).
To experience the ownership of the physical, emotional and intellectual components of an action. Embodiment is the recognition of personal agency in the decision-making process.
Access to resources to overcome a challenge.
A communication culture that views effectiveness, efficiency and joy as inseparable components of sustained wellness for individuals and groups.
The mind-body response to evidence of having successfully resolved a challenge with personal and supportive resources.
Evidence of individual or group success over a challenging condition.
The physiological manifestation of a charged word or emotion - how the experience is embodied.
Freedom to exercise the necessary authority required to solve a challenging condition. The authority for the targeted challenge ends when no longer needed. Functional autonomy reduces the need to accumulate power and control.
A challenging condition that surpasses or obscures access to solution resources (See Empowerment).
A foundational tenet of Empowerment Code that inspires, rather than motivates, by providing access to resources to overcome challenges and by increasing meaning (significance) in the required task. (See Motivation).
Complacency with negative and self-sabotaging conditions that have become a way of life.
Local Contextual Intelligence
Novel and creative action taken, determined by a contextual challenge, rather than by a centralized command system. Once internal capacity to overcome a challenge is exceeded, it signals external resources with the required capacities and moves on. (see distributive control)
Experiencing the competence and worthiness needed to accept abundance of health, love, and wealth without self-sabotage.
Manipulative action to entice behavior that would not occur without external reward or punishment. Empowerment Code replaces motivational models (rat psychology) with Inspirational Leadership (See Inspirational Leadership).
Achievement of productivity objectives with maximum physical and mental health for the members of an organization.
Perceived Job Satisfaction
A definition of satisfaction based on external expectations imposed by a system.
A term coined by Thomas Kuhn to illustrate how theories reach limits of explanations that require dropping established assumptions and shifting to a new paradigm that can incorporate the new evidence.
Meeting quotas at the expense of shadow capital. Predatory sales decrease shadow capital and increase shadow costs (See Shadow Capital & Shadow Cost).
Premature Cognitive Commitments
A learned behavior without questioning its relevance, leading to mindless traps.
Meeting productivity of objectives at the expense of wellness. Pyrrhic Productive correlates highly with Shadow Costs (See Shadow Costs).
The interdisciplinary science that studies how the nervous, immune and endocrine systems
are affected by thoughts and emotions.
Rightness of the Moment
A portal for the most auspicious time to take action. The wisdom of outcome unfolds when most needed.
The established qualitative elements of a business relationship that promote trust. It encompasses reliability factors, access to decision-makers, knowledge of internal channels of communication, meaning of the relationships, access to resources, and awareness of the internal politics. Shadow capital also includes any interactive components that increase the quality of the relationship between a business and its customers. Although shadow capital may be difficult to quantify, its benefits are mostly noted during economic downturns when customers become more value-conscious and more cautious about doing business in new markets or with unknown sales staff. Shadow capital also becomes evident when evaluating the time required for new sales staff to develop a relationship with new customers, or when replacing sales staff to deal with existing customers.
Reduced productivity related to absenteeism vacuum, noncompliance, chronic illness effects, presenteeism, passive aggressiveness, replacement learning curve, trust erosion, pilferage, motivation-dependence, and retirement consciousness.
Contextual conditions that support or thwart objectives. Empowerment Code cultivates organizational terrains that support productivity-wellness cohesiveness rather than focus on changing individual behavior.
A biocognitive term to identify the synchronistic coemergence of interconnectedness. The drift is non-linear and unpredictable. It unfolds without apparent sequence. Although the drift cannot be sought linearly, shifting from confirming expectations, to a discovery mode, increases the probability of entering its portals.
The concept that wealth moves from depleting-demand conditions to increasing-demand conditions. Rather than disappearing, wealth resurfaces during novel market circumstances that move from deprivation to abundance consciousness.
Degree to which a productivity strategy maximizes mental, physical, and spiritual health.
The terminology presented in our glossary is proprietary and should not be used without crediting the source.