A Glossary for Our Technology

Any technology is defined by the language that is used uniquely by those who practice it. Our Technology is no different. We use "CapacityWareTM Technologies" to further label our Technology. Below are the words that have a unique meaning within our organization development practice. We intend to add to these meanings continuously for the benefit of those we serve.

Use the alphabet below to "jump" to the beginning of each alphabetic section. Key words may be "linked" to additional resources.


Practitioners are encouraged to suggest modifications to the terms described here via e-mail.


Add-on, or Adjunct Event. Special learning events that are offered during the core cultural realignment phases: Cultural Facilitation, Leadership and Management in the New Culture, and Human Relations.

Ad Hoc Team. A team within the parallel organization formed for a specific and temporary purpose -- normally associated with defining and solving a significant problem.

Adjusted Mode and Mean. A survey result adjusted to account for potentially unknown intentions among those who failed to respond to specific items (the range includes "unknown" as well as "afraid to reveal").

Advocate.  An Advocate is the first level of formal Title-holding.  The Advocate is a self-proclaimed position title based on sufficient participation in learning activities that include those that have been self-initiated such as online participation in study and discussions among peers and Certified Practitioners.  The Advocate will typically extract materials from online resources and distribute those materials to others within their sphere of influence in order to promote further development of RGB Technologies within that sphere.  Advocates are well known in their locale for being a source of knowledge concerning RGB.  They are likely to have acquired, on their own, mementoes that testify to their RGB interests as talking points with those they routinely come in contact.  It is common for an Advocate to play an informal role as an information conduit between those in leadership, management, and supervisory positions and RGB resources.  Self-proclaimed Advocates will be listed online as such.  Advocates also have a limited ability to offer RGB Inventory completion to others in significant relationships with coworkers who have already complete their initial RGB Profile or who qualify for an updated Individual Profile.   

Affiliate. An individual or organization connected with QWLC through the authorized use of a common RGB Technology.

Agenda. An outline of the topics to be covered during an Event.

Aggregate. The arithmetic accumulation of results -- grand total.

Alignment. Organization alignment (often the word realignment is used interchangeably) is that condition which exists that adds congruence to individual work so that collective effort is enhanced through mutual awareness and action. Members working in an aligned organization achieve a high quality of work life standard. What individuals do "fits" with what others do to more easily accomplish organizational goals.

Anchor. A role filled on a facilitation team commonly recognized as the primary graphic recorder.

Annual Calendar. Refers to the calendar published with significant annual events.

Associate. Anyone used in a consulting or consulting support capacity by QWLC directly.

Auditory. A mode used to remember events and conditions where sounds are the most prevalent triggers for memory recall. See also VAK, Visual, Audio Digital or Kinesthetic.

Autocratic. A form of governing or decision making where the authority to govern or make a decision is legitimately vesting in a single person or small group of people.


Baseline. The first in a series of potential cultural diagnostic measurements designed to establish the beginning point of cultural realignment work so that change can be detected and Return on Investment can be calculated.

Basic Model. A four quadrant model that defines basic paradigms and cultural attributes based on on ones perception of time (past and future) and positive and negative attributes.

Behavior.  An outward manifestation of thought such that it is observable and measurable. 

Behavior in Need of Attention.  Any behavior that does not result in a win/win condition is likely in need of attention.  See the Models List, and select the Basic Model to explore fundamental results of each quadrant, especially in relation to the four Win/Lose conditions.  See also the RGB Guidance paper titled: "Behavior in Need of Attention" available on request. 

Beliefs Set. A one-page narrative description of an organization's purpose, missions, values, vision, and customer/client base written so as to provide direction and unity to people in an organization.

Benefit. That element of strategy that clarifies the positive results expected to be attained through the implementation of a strategic initiative(s).

Blended Learning.  Blended learning is a combination of residency (as little as 2 or 3 hours), online follow-through, and interaction with a qualified mentor. 

Blue. A color used to describe one of three sets of behavioral attributes of people who have scored within a certain range on one of our unique inventories. As a dominance, Blue people tend to be comfortable with ambiguity, often promote change just to be innovative, and prefer to deal with broad sweeping issues.

Browser. A person who browses our web site.


Calendar of Events. Refers to the Annual Calendar published by QWLC.

CapacityWareTM. An automated proprietary cultural diagnostic package that includes hardware, software, and peripheral equipment and materials.

CapacityWareTM Software Administrator. An individual in the client organization having specific diagnostic capabilities that uses CapacityWareTM as a part of their job under guidance provided by an QWLC or associated consultant.

CapacityWareTM Library. The Library is a 5-volumn, 3-ring binder, with numerous supplements that formalizes the professional tools treasure-chest of every certified practitioner.

Case Study. A story depicting the facts surrounding an intervention used to promote understanding about organization development or cultural realignment work done by this organization.

Catalog of Services and Products. A complete listing of categorized products and services available through QWLC.

CF. Cultural Facilitator. A trained facilitator who specializes in the shifting of culture (from less to more functionality - shifting of the interpersonal rules). 

Champion. Anyone, but especially those in the line-of-authority, who initiates cultural change and is willing to see the change through to a conclusion. They are willing to invest personal and professional effort to overcome the risk of potential failure.

Change Agent. Anyone who fosters or is a catalyst for organizational change. See Selection Criteria.

C.H.A.R.T. Client History And Remediation Technology. A series of 26 Topics within 5 Categories that define the status of a QWLC intervention.

Charter. A document issued by an appropriate Line-of-Authority manager that clarifies a task required of a team in the parallel organization, thus extending legitimate authority to a group that may not otherwise have it.

Client. The individual at the top of an organization chart or major part thereof, who engages organization developers to pursue specific outcomes and authorizes the use of appropriate methodologies within the scope of applied resources under their control. Also, the organization that uses organization development services.

Client List. A list of current and former clients of QWLC.

Clinic. A process used to determine the need for improvement through the analysis of planning, implementation, and results obtained during an event, conducted by the principals in an event scenario, enabling people to improve performance continually.

Cohesion Index. The "Ideal" Cohesion Index for a group is 2.0. The Index is a measure of the degree to which members of a group "agree" on important issues that are likely to be represented in policy or policy enforcement decision.

Collaboration. A process of problem solving wherein all participants have a equal voice in forging a solution.

CommunityIn the RGB context, the community is made of people who have been exposed to fundamental RGB Technologies.  At one end of the community are those who have attended a workshop during which they we "typed" with a sanctioned inventory, at the other end of the spectrum are those with a full certification in all major areas of the discipline. 

Comparison Profile or Composite. A graphic representation of two or more individual survey or inventory results compared to each other simultaneously.

Composite. A graphic created from data from three or more inventory or survey results so as not to identify any specific individual. This could represent a team, work group or any other identifiable portion of an organization.

Concordance. A method of decision making that requires everyone involved in a decision to publicly commit to a championship role in carrying out the decision once it has been made.

Connections Connections are an RGB GREEN function that allows people to find a resource, usually a human resource, that will be beneficial to them and hopefully the other person or people (may be a group) as well. 

Consensus. A method of decision making that affords everyone involved an opportunity to contribute to an acceptable solution.

Consultant. An external professional who provides products and services to achieve outcomes defined by a client.

Consulting Staff. People employed by a chartered affiliate to perform consulting duties for their clients.

Content or Context. A recognizable framework within which something specific can be viewed or analyzed more readily because of the more narrow meaning thus provided. Mechanical engineering provides the content or context for ones job within that field of endeavor, for example.

Continuous Learning.  We learn according to our learning style preferences.  No matter what those preferences, we from the experience of having done something and received the implications of our actions.  If those implications have been more negative than positive, it is likely that we will avoid repeating that particular behavior.  Of course the opposite is also true.  A successful experience will promote repeated behavior.  So, learning is a continuous process.  Some learning occurs that seems incomplete and we often search for additional information about the subject if it appear to us that added study or exposure will be of benefit. 

Core Phases. Of the 5-Phases of the cultural realignment system, the middle three Phases are considered "core:" Beliefs Set, Strategy Bridge, and Work Regimen.

CRC. Cultural Realignment Coordinator. Normally, this is a person in the client organization who coordinates activities between the client management and servicing consultant. 

CRCL. Cultural Realignment Coaching Lab. This configuration of computer equipment arranged to provide team members access to special team development opportunities under the supervision of an experienced coach.

CRX. Cultural Realignment Exchange. A forum attended by interested people during which ideas are exchanged that will assist in improving organization culture.

Cues. Recognizable triggers that can cause a particular course of action to be taken. Also, used to initiate or conclude a process.

Cultural Facilitator. An especially trained individual who performs deliberate activities to improve an organization culture.

Cultural Realignment. The term used to describe a specific and deliberate process of synchronizing the informal rules people use to achieve an acceptable level of success in their work related relationships.

Culture. Organization culture is the dynamic set of acceptable rules (normally informal - unwritten) that determine and define success in a relationship.

Customers. People who decide to use products and services offered by the organization, thereby assuring its vitality.


Data. A factual bit that can potentially combine with other data to generate information within the hierarchy of data-information-knowledge-wisdom.

Data Collection Team.  Individuals on a team whose purpose it is to coordinate and process the collection of data from among organization members according to a specific means and schedule.  The Team Lead is the senior person in authority of team activities. 

Data Fair. A event during which the results of an organization data collection effort are presented to the group from which the data was collected in such a way that participants are able to view the results to each data collection item or category in a display.

Diagnostic. A discipline whereby data is collected to determine status against some yardstick of acceptable performance.

Diagnostic Report. A report that contains specific data and information about a pre-determined element of the organization.

Discretionary Work. Work contributed by people that improves the quality of output over which others have no legitimate claim.


Environment. An organization's environment consists of everything outside the organization itself, to include those items (typically resources) coming IN and those products and service going OUT.

Equipment. Items that constitute the unique tools of the trade used by workers to complete the tasks required of them. See also the Unifying Human Systems element - Equipment. 

Event (or Event-based). An occurrence or happening during which two or more people engage in an organization development activity. Our Technology identifies eight types of events: significant one-on-one meetings, team meetings, orientations, core phase workshops, core phase adjunct learning seminars, mixed client learning experiences, retreats, and marketing or promotional gatherings.

Event CalendarA calendar of significant event is published continuously as changed by QWLC on this web site.

External Change Agent. Someone from outside an organization's structure that tries to intentionally influence a change, typically a change in culture. Consultants are classic examples of external change agents.


Facilitation. A process used to make things easier without using legitimate authority.

Facilitator. A helper who serves a client in attaining an outcome. See also Selection Criteria.

Facilities. Buildings, grounds and surrounding areas within which people work. See also the Unifying Human Systems element - Facilities/Locations. 

Flow Chart Diagramming. A technique used to establish graphically the sequence of essential elements within a work or decision process flow.

Foundational Workshop (RGB).  This is a two-hour universal design known by all RGB Foundational Workshop Practitioners that permits a common thread of RGB Technology to be know by all those who participate in entry-level events.  It also permits the easy combining of Practitioners who may not know each other in a common event design quickly.  All Foundational Workshop designs are supported by a Team Lean and Team Anchor to assure the best possible level of performance. 

Frame. A specific perspective of our Technology Model system. There are over 25 frames in the system.


Geese. The symbol used to characterize our meaning for teamwork. Typically, used as three geese and often illustrated as an abstract with each goose colored as red, green, or blue to illustrate the strength of diversity.

Gem. Something given out during cultural realignment events or during other related events to recognize a sterling effort.

Goal. Statements of a desired critical condition which, when attained, will satisfy one or more internal and/or external customers/clients.  See also the Alignment or Realignment Model - Work regimen element.

Green. A color used to describe one of three sets of behavioral attributes of people who have scored within a certain range on one of our unique inventories. As a dominance, Green people tend to be concerned with the social aspects of organization life, often promote structure and methods to get things done, and frequently prefer to deal with issues that promote workplace harmony.


Home Page. Internet gateway page through which browsers access information of interest.

Human System. A collection of interacting parts working together to produce a desired result, the core of which are human elements. See also the Unifying Human System Model - UHS.


Ideal. The "best possible" inventory or survey results.

Initiative. A new course of action. A new course of action may be to discontinue doing something.

Information. A collection of data that has meaning associated with it within the hierarchy of data-information-knowledge-wisdom. An aggregate of data that has meaning.

Information Flow. A phrase used to describe the movement of information from those having it to those needing or wanting it. Information flow best occurs within a forum where interested parties are present.  See also the Unifying Human System Model - Information Flow.

Intervention. An organization development event that interrupts the normal affairs of an organization element for the purpose of improving what follows.

Inventory. A data collection methodology using items/questions, the responses to which result in the identification of personal style attributes having organization culture implications.


Job. The collection of tasks a person is hired to perform on a recurring basis within a discipline for which specific education and training has prepared the person.


Kinesthetic. A mode used to remember events and conditions where feelings, touch, and special characteristics are the most common triggers for memory recall. See also VAK, Visual, Auditory Digital, and Auditory.


Lead. The role played on a facilitation team and most recognizable as the person handling a vast majority of the up-front dialog.

Leadagement. A concept that embodies the attributes of both leadership and management in a single person. See also the Unifying Human System Model - Leadagement, Leadership and Management. 

Leadership. The dominant attribute which compels a person to engage followers in a new and different direction that they would not pursue on their own. See also the Unifying Human System Model - Leadagement, Leadership and Management. 

Leadership Profile. The Leadership Profile results from a multi-source data collection effort normally used by those in management or leadership position as a means of self improvement.

Line-of-Authority. People who supervise others by virtue of specific legitimate authority.

LMNC. A three to five-day event for those in the Line-of-Authority titled Leadership and Management in the New Culture.


Mean. The average of all responses on a survey or inventory item.

Method(s). A vivid description for applying a sequential process to achieve a result/outcome.

Missions. Statements of an organization's capability, which when carried out, allow it to continually attract the resources it needs for it to continue in existence. See also the Alignment or Realignment Model - Missions.

Mode. The most frequently selected item on a response scale.

Model. A construct that visually or physically describes an ideal application of an idea concerning how things are or ought to be. Models List.

Multi-source Feedback (often called 360 degree feedback). A system used to collect performance data from multiple sources by a third party for leaders and managers. See also Leadership Profile.


Neologism. Routines which create new words or phrases such that meaning may be altered without shifting context entirely (leadagement as a combination of leadership and management, for example, and illustrates the routine).

Network. A group of people joined by a common interest with a reliable forum and mode of communications.  See also the Nested Outcomes Model - Network. 


OMR. A Model used for planning that describes the relationship between Outcomes, Methods and Resources. A continuation of the OMR Model also describes the relationship between Outcomes and Ownership, Methods and Magnitude, and between Resources and Resistance.  Additional expansion of the OMR Model includes: Options, Measurements, and Results; as well as Operationalize, Measure, and Realign.

Objective. An articulation of specific results to be obtained through deliberate actions taken by a specific individual(s), (or team) on or before a certain date and/or time, or event.  See also the Alignment or Realignment Model - Objective. 

Organization. All the people working in a defined group at its largest scope.  See also the Nested Outcomes Model - Organization. 

Organization Development. A change strategy for the human side of organizations that incorporates four essential elements: 1. describes the current state of the organization, 2. focuses on collective development rather than individual development, 3. transitions the organization to independence from outside consultants, and 4. provides a continuous evaluation of results.

Outcomes. A description of a desired result or end-state achievement, normally incorporating "soft science" terms that tend to be value laden.  See also the OMR Model - Outcomes. 


Parallel Organization. A quasi-legitimate decision-making structure apart from the regular lines of authority in an organization within which realignment teams operate.

Paradigm. A composite set of rules that govern success in life and that govern what one generally will think.  See also the Basic Model - Quadrant Territory or Paradigm. 

Paradox. Something that seems on the surface to contradict common sense or logic, but is true none-the-less. A paradox often contains two opposing concepts both of which are true.

People. The human element in the work equation. See also the Unifying Human Systems Model -  People.

Performance. A discreet activity with a measurable concrete result derived from effort expended among several directly related processes.

Performance Metric. A measurement applied to count the number of times a performance-based effort has been made or completed successfully.

Phases. Major time-synchronized elements of a cultural realignment effort.

Practitioner. One who uses a Technology (such as CapacityWareTM Technologies) as a matter of course; routinely.

Priorities. A precedence of sequence between two or more alternative tasks, activities, missions, programs, initiatives, and the like that determines the amount of attention and resources to be paid.  See also the Alignment or Realignment Model - Priorities. 

Procedure. A major element of a program that can normally be separated into distinct processes.

Process. A portion of a procedure or program having embedded within it at least one of each of the following: start cue, decision, activity, and stop cue.

Product and Service. The result of effort in the form of something tangible for a product, and intangible for a service.  Frequent statement, "A service without a product is a favor!"

Productivity. Feelings people have when they engage in "right" activities for the "right" reason.

Profile. A graphic representation of survey or inventory results pertaining to a specific individual or element of an organization.

Program. A complete process for the attainment of goals and/or objectives (fixed in a future state) that focuses on procedural implementation. Programs contain procedures and/or processes. Programs are a part of the Work Regimen within the CapacityWareTM Realignment Model.

Protected. An area of our web-site available only to those with the correct password.

ProZone. A proprietary word that describes, through a Venn diagram, the overlapping area between two people in a relationship that provides the boundaries for storing their unique culture.  The QWLC Blog eProZone in a place for people to exchange ideas regarding RGB CapacityWareTM issues and learn.

Purpose. The singular, unique, and timeless reason for existence (of an organization or element).


Quality. Attributes of precision defined by a customer which yield satisfaction.

Quality-of-Worklife. A collection of attributes that define and describe the characteristics of one's working culture and that determine the amount and depth of discretionary work one typically contributes to the job.

Quality of WorkLife Consultants. A classical organization development and information technology company specializing in measuring and developing an organization's cultural capacity. Quality of WorkLife Consultants is also the "title" attributed to fully-trained change agents who assist in implementing this organization Change System either as external consultants or internal consultants.

Quality of WorkLife Index. A simplified single number that represents a consolidation of ten elements (see UHS) depicting an organization's cultural capacity. The scale used is a 0 to 9 scale. There are five "Bands" within the scale that characterize an organization's cultural capacity and assist in formulating "Smart Tailoring" strategies needed to optimize individual and organizational performance.

Quadrant. One of four spatial areas (or fields) of the Basic Model that describe a set of characteristics of a paradigm.


RC2. RC2 refers to issues that influence the success of the Realignment Champion and Realignment Coordinator partnership.

Reali Synco. A short term for realignment syncopation that describes percussion music used as a backdrop for learning about synchronizing or harmonizing organization culture.

Realignment. Adjusting the alignment of an organization so that everyone working in it understands and acts on issues in such a way that their daily work fits within a visionary pathway defined and adjusted by the organization itself.

Realignment Coordinator. An individual who performs specific cultural realignment tasks that bridges lines of authority between the external consulting team and the internal lines of authority.

Red. A color used to describe one of three sets of behavioral attributes of people who have scored within a certain range on one of our unique inventories. As a dominance, Red people tend to be concerned with the precision of work life, often promote ways to increase clarity of work routines, and frequently prefer to deal with realistic concrete issues of immediate concern.

Residency. People engaged in a residency are in each others presence for 3 to 12 days of intensive learning. 

Resources. Things that are "used or used up" in a process/method to achieve a result/outcome. Normally people, time, money (or other things that money can buy).

Results.  A measurable, and normally, an observable/identifiable condition that is either a desirable end or undesirable waypoint that needs attention and improvement.  Result is a "start here" point in the dynamic OMR4 Model.

Retreat. An event during which key decision makers in an organization "stand down" for a brief period to examine broader issues than normally are considered during day-to-day activities. MORE

RGB. Letters used to describe a set of inventories, the results of which have recognizable letter/color (red, green, and blue) characteristics associated with people's behavioral tendencies.

Return on Investment (ROI). A financial calculation that yields the amount or degree of gain or loss in relation to the cost of an intervention. The cost may be attributable to external consulting fees, client organization payroll, or similar items.

Role. A well-defined part someone plays out in the cultural realignment effort. Roles include the following: External Consultant - Internal Consultant - Realignment Coordinator - Cultural Facilitator - Front-Line Change Agent - Sponsor - Client - CapaciityWareTM Administrator - Team Lead - Technology Lead - Anchor - Support Person - Line-of-Authority.

Routine User.  Having participated in an RGB Foundational Workshop, the routine user will be able to observe a scenario unfold and be able to draw reasonable accurate implications based on the color Red, Green, and Blue interactions.  It is likely that implications will be drawn based as heavily on color dominances as color deficiencies.  This individual will likely know the color implications of those with whom the routinely work and able to adjust their own behaviors to achieve higher rapport under a variety of conditions.  Workspace is often marked by a few mementoes acquired from Foundational Workshops and similar interactions.


Scenarios. A rich description of the near current situation, and potentially a future condition sufficient enough that systemic implications can be deduced with reasonable accuracy. See also the Alignment or Realignment Model - Scenarios. 

Schedule of Events. Refers to the Annual Calendar published by QWLC on this web site and is continuously under revision.

Service and Product. The result of effort in the form of something tangible for a product, and intangible for a service.

Shepherd. An individual who has been designated to look after an initiative in such a way that they help those involved with the initiative be successful. Shepherds help find resources, block interference, report on progress to top authorities, and cheer on project members.

Signature. The overall image or impression of an organization comprised of the details defining how work is done acceptably (to standard).

Skills. Learned attributes that allow people to perform a desired or required task to a specific standard.  See also the Unifying Human System Model - Skills.

Slice. A group of people with representatives from across the vertical and horizontal structure of the organization.

Smart Tailoring. A process used to tailor organization development interventions to an intended participant base depending upon their Quality of WorkLife Index Profile.

Sponsor. That individual "above" the client in an organization who can stop or start organization development activity.

Stakeholder. People, as individuals or as a group, who have a vested interest in the success of a project or organization.

Standard(s). The only acceptable manner or criteria by which something will be judged successful. See also the Alignment or Realignment Model - Standards.

Strategy. A connected series of descriptions that detail how to achieve a desired end result. See also the Alignment or Realignment Model - Strategy.

Strategy Bridge. A specific series of descriptions that QWLC uses to achieve cultural realignment. See also the Alignment or Realignment Model - Strategy Bridge.

StreamLearning. A periodic event hosted by QWLC the purpose of which is to learn new and improved applications for a specific piece of our Technology.

Support. Effort provided behind-the-scenes to help a production or event be successful. Normally, the support function is assigned to a specific individual on the intervention team to assure assigned items are completed.

Survey. A data collection methodology which contains items/questions, the responses to which represent organizational status rather than individual preferences.

Survey Item. Either a statement or question to which one responds when completing a survey.

Sustainment. Efforts to perpetuate the continuation and improvement of change efforts.

System. A group of related and dependent parts working together as a whole to perform a unified function or mission.


Tactic. Ideas or plans that, if successfully implemented, will likely provide a competitive advantage in a defined situation. See also the Alignment or Realignment Model - Tactic.

Task. Individual actions and activities influencing the attainment or sustainment of objectives -- stated or unstated.  See also the Alignment or Realignment Model - Task.

Team. A small group of people defining, resolving, and implementing the solution to a problem and doing so with a common sense of urgency.  See also the Nested Outcomes Model - Team. 

Technology. Written guidance that enables people to replicate success in the implementation of critical work processes.  See also the Unifying Human System Model - Technology or Written Guidance. 

Trend. A somewhat stable configuration of categorized data that allows one to draw conclusions as to status over time.  It takes three of anything to be the germ of a trend. 

True Mean. A mathematical calculation resulting in an average not using "non-responses" in the calculation.

Turtles all the way down! A way of describing that things are the same in every direction.


UHS. Unifying Human Systems Model. A graphic and practical representation of any organization having humans as a part of that system. 

Unifying Human Systems Model. A systems model unique to Organization Diagnostics, Inc. that explains the systemic implications of a current condition, and automatically provides a prioritized set of remediative strategies when appropriate.

Universal. Something that always applies, even under the most unusual of conditions.


VAK. Letters that stand for Visual, Auditory, and Kinesthetic memory recall characteristics in people.

Values. Basic beliefs, communicated in a single word or phrase, expressing what is "good" or "what ought to be," that serve as a guide for decision making.

Vision (or Shared Vision). A clear and concrete desired end-state for the whole organization, composed from the imagination of its members, based on a common systemic framework, and toward which each member of the organization will strive.

Visual. A mode used to remember events and conditions where sight pictures/shapes/colors) provide the most prevalent triggers for recall.


Work. Effort expended to achieve a result. See also the Alignment or Realignment Model - Work.

WorkLife. The combination of words used by QWLC to unify the life-at-work characteristics of people. Both words represent a concept well known, but combined is typically confusing to people.

Workup. A predetermined set of diagnostic reports.

Work Group. A group of people who are associated by conditions defined by an organization chart -- Department, Directorate, Office, Branch, Section, etc. See also the Nested Outcomes Model - Work Group. 

Work Model. A model that describes the relationship between "people working," the results they achieve, and the elements of work: context/content, process, performance, and culture.

Work Regimen. A series of descriptions used to clarify how the work gets done in an organization element.  See also the Alignment or Realignment Model - Work Regimen. 


X-sectional Series. A CapacityWareTM graphic sequential series depicting the cultural status of an organizational element within a specific period in time.


Yield. The measurable result of organization development efforts is a change in one or more of four specific categories: individual performance, team productivity, work group innovation, and organizational profitability (or effectiveness).


Zealot. A change agent compelled to espouse the use of cultural realignment Technologies at every opportunity, often to the irritation of others.

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