Flow-of-work arose out of an effort to integrate the psychotherapies.  Along the way we found that psychologists do have some blocks in seeing certain things, and that these blocks pull them into one or another subfield.  The layman does the same.  He only sees what he can afford to see, and in the process misses the energy, and how it flows from one person to another and inspires the company, motivates it, increases its endurance and makes positive results. 

The flow-of-work is the result; it is what is sought after in any company.  While we will not be training laypersons to follow the energy flow, we will be showing them a set of eighteen behaviors that are the direct effect of a high and intense flow.

Dan Berger, George Bouklas,

Peter Kanaris


Group Dynamics USA
38 Woodbine Ave.
Stony Brook, NY 11790
Phone: 631-751-4340

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Chapter Summary

  • Chapter 1: A Snapshot Of The Flow Of Work In A Company.
  • Chapter 2: Specific Description Of The 18 Flow-Of-Work Factors.
  • Chapter 3: Real-life Examples Of People Demonstrating Flow-Of-Work Behavior.
  • Chapters 4 through 10: Examples Of Problems And Their Solutions.
    • 4: Flow In The Department
    • 5: Flow Across The Company
    • 6: Flow Among Departments
    • 7: Managerial Flow
    • 8: Flow From Employee To Customer
    • 9: When Hypnotic States Disrupt Flow
    • 10: Flow From the Bottom Up
  • Chapter 12: Comprehensive Report and Recommendations
  • Chapter 13: Implement
  • Chapter 14: A final look at Flow

    Executive Summary

    Flow-Of-Work is goal-directed energy. It is the energy of the individual employee, and the cumulative energy of all the people in the organization. It increases when people learn to work together as an integrated whole. At its peak, it draws in the supportive energies of suppliers and customers. The goals we are talking about are those that most affect companies:

  • Productivity
  • On-task behavior
  • Cooperation that aids productivity
  • Teamwork that sustains productivity
  • Staff retention
  • Customer satisfaction and loyalty that increases sales
  • Competition aimed at targets outside the company
  • Flow-Of-Work can be broken down into 18 Factors, which are directly observable and which can be taught. The 18 Factors are so clear that the assessment acts as a learning experience in its own right.

    Flow-Of-Work can be practiced equally by anyone and everyone in the company. The more people who pay attention to the 18 Factors, the more successful the company becomes. We are describing a pattern that some people can demonstrate with no formal training, but which everyone with every kind of personality style can learn:

    With goals always in mind, I collect all my resources and focus them on the actions that will get me there. I keep an eye on my progress and get the support necessary to follow through. I create conditions for the kind of positive feedback that will help lock in this successful behavior pattern.

    This overall pattern can be analyzed into 18 Factors. When one or more of these Factors is not frequent enough, the company gets blocked and stuck. The Flow can even stop with a reduction in one Factor. As all of the 18 Factors increase in frequency, Flow-Of-Work resumes. Out of all the concepts available in the sprawling world of business and organizational psychology, these are the Factors that are most real and immediate

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