Why do crucial and vital items of information only get to decision makers too late or not at all? How can you ensure "upward und lateral communication" in your own context? What is "helping", what are the three roles of helping? What is "humble inquiry" in a leadership role and what do you achieve with it?
Edgar H. Schein, Professor emeritus of the Sloan School of Management / MIT, is one of the co-founders of organizational psychology and organizational development. Following his ethnological and socio-psychological studies and PhD in organizational psychology at Harvard, Schein developed the practice of process consultation and coaching. He is the author of numerous publications on process facilitation, analysis and development of organizational culture as well as career anchors. Together with Warren Bennis and Chris Argyris he was a trainer at the National Training Lab and led a leadership research program for the US Army. From 1956 until 2004 he was professor at the Massachusetts Institute of Technology (MIT).
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