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Knowledge, creativity, adaptability, and the ability to learn are critical necessities in a world in which the pace of change is accelerating. Many of us will choose to or be required to make a career pivot, in which we must reassess our aptitudes, interests, and priorities. It is in these junctures that significant, positive change is possible. This is where transformational learning can occur. This note offers a framework that encourages the deep learning required for transformational change. Specifically, this note argues for a holistic approach that explicitly focuses on the four aspects of being: body, mind, heart, and soul. Learning typically follows one of four modalities: lecture/discussion, physical/recreational, experiential/relational, and reflective/meditative. This note proposes a two-dimensional transformational learning matrix for generating ideas about the kinds of topics, issues, and activities to be considered in a holistic learning approach.

Bob Gore, son of the founder of a privately held company (the inventor of Gore-Tex) is debating the pros and cons of going public, the main challenge of which will be the effect on a company that has developed a successful and innovative culture.

This note discusses organizational culture, distinguishing among surface-level artifacts, formal and informal practices and norms, and deep-seated assumptions and values. The typology can be used to perform a cultural audit of a group or organization.

This note discusses rewards in organizations. Theories of individual motivation to perform are addressed, as are ways of analyzing organizational-reward distributions. Recent reward-system innovations are mentioned, and a decision tree for assessing performance issues is included.