Cover
Caption List
Preface
Chapter 1: The Dawn of a New Era in Business
1. The Current Course of Business
2. How Business Could Be
3. Understanding Business Through the Lens of Energy
Chapter 2: Unintentional Conflict
1. Understanding Conflict
2. Traditional Conflict Management
3. Forms of Unintentional Conflict
4. The Enterprise Elements Model
5. The Cost of Unintentional Conflict
Chapter 3: Shared Space
1. The Power of Shared Space
2. Models for Creating Shared Space in the Enterprise
3. Strategies for Creating Shared Space in the Enterprise
Chapter 4: Work and the Dimensions of Energy
1. The Dimensions of Energy in Work
2. One Thing Affects Another
3. Optimizing Work Streams
Chapter 5: Collaboration and Interpersonal Services
1. The Importance of Collaboration
2. The Collaboration Dynamic
3. Applying the Collaboration Dynamic
4. One‐on‐One Collaboration
5. Group Collaboration
Chapter 6: Managing People
1. Machiavelli Was Right and Wrong
2. The Energy of Leadership
3. Avoiding Negative Behaviors
Chapter 7: Business Transformation, Health, and Agility
1. Making Transformation and Change Initiatives Successful
2. Creating Business Agility and Organizational Health
Chapter 8: Start Your Journey
References
About the Author
Index
End User License Agreement

List of Tables

Chapter 2
1. Table 2.1 Characteristics of Intentional versus Unintentional Conflict
2. Table 2.2 Major Elements in the Organizational Level
3. Table 2.3 Major Elements in the Operational Level
4. Table 2.4 Major Elements in the Individual Level
5. Table 2.5 Examples of Unintentional Conflict by Enterprise Level and Cost Area
6. Table 2.6 Estimation Rationale for Unintentional Conflict
7. Table 2.7 Cost Profile Worksheet for Unintentional Conflict
8. Table 2.8 Example Cost Profile for Unintentional Conflict
Chapter 3
1. Table 3.1 Desired State of Involved Enterprise Elements for Alchemy Instruments
Chapter 4
1. Table 4.1 The Dimensions of Energy in Work
2. Table 4.2 Work Stream Analysis Tool
3. Table 4.3 Monthly Reporting Work Stream Analysis

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.
Published simultaneously in Canada.

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per‐copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750–8400, fax (978) 646–8600, or on the Web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748–6011, fax (201) 748–6008, or online at www.wiley.com/go/permissions.

Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

For general information on our other products and services or for technical support, please contact our Customer Care Department within the United States at (800) 762–2974, outside the United States at (317) 572–3993, or fax (317) 572–4002.

Wiley publishes in a variety of print and electronic formats and by print‐on‐demand. Some material included with standard print versions of this book may not be included in e‐books or in print‐on‐demand. If this book refers to media such as a CD or DVD that is not included in the version you purchased, you may download this material at http://booksupport.wiley.com. For more information about Wiley products, visit www.wiley.com.

Library of Congress Cataloging‐in‐Publication Data is Available:

ISBN 9781119638681 (Hardcover)

ISBN 9781119638728 (ePDF)

ISBN 9781119638735 (ePub)

Cover Design: Wiley

Cover Image: © PeopleImages/Getty Images

Preface

For several years now I've recognized that those of us working in companies, government agencies, and schools typically operate on a daily basis without direct visibility or awareness of large and important parts of our businesses. We make the best of this situation, but much is obscured from our view. As a result, common occurrences often go unexplained, including why some initiatives in business fail while others succeed, why some interactions create damaging animosity while others create productive harmony, and why some companies languish in their status quo while others reinvent themselves.

Yes, there have always been people willing to explain these things, but, for me, those explanations have been incomplete and overly focused on outcomes without explaining how and why things work, or don't work. The truth is that most of the time, we really don't know the details around why substantial business endeavors succeed any more than we know how or why they fail. Either way, our vision is obscured. We haven't been playing with a full deck, and many influential cards in the game have been out of sight and largely out of our awareness.

Challenged with this realization, my first journey was to figure out where and how to look for those missing cards and then use them to positively affect the outcome of the game. I discovered that the cards are different from business to business, much like organizational fingerprints, yet it is possible to follow the energy and discover the cards in any business. This path finding reveals a whole new world beneath the surface that provides deep insight into both problems and their solutions. With these revelations in hand, my next endeavor was figuring out how to communicate to others what seemed at first to be a very intangible topic. Obviously, that has taken the form of this book, and I'm happy to say that the resulting models, methods, and tools are all quite tangible and usable.

A friend asked me, “Why do you want to just give away your secrets?” I replied that I want to start a bigger conversation. I really think the business world needs this right now. So I offer this book to you. May it help you and your business, now and into the future. As you experience The Energy Equation and manage the (previously) hidden energy of yourself and your business, I hope you find it immensely useful, take it to heart, and become part of the bigger conversation.

Greg Baker
June 6, 2019