We adopt a unique approach, a summary of which is:

• Depending on the results the organization wants to generate, our focus is not only on conceptual knowledge, but on changing behaviors and establishing shared standards, practices, and commitments.
• To change behaviors we must have “generative” interpretations – of what are the behavioral actions for new results.
• To turn generative interpretations into skills we must practice, and have well designed practices for new coordination skills, leadership, team, and management conversations.
• The practices must be applied on the job, with actual work commitments and be well designed to be relevant and useful, not studied as theory.
• The practices must include BEL: Body (presence), Emotions (emotional intelligence), and Language (generative coordination conversations).
• These skills must be coached to produce efficient and effective learning.
• The skills must result in new conversations, new commitments, new actions, and produce new measurable results.
• There must be accountability for the results, practices, and behaviors. There are key practices that must be learned by leaders and managers as well as performers and staff.

The entire body of IGL work is based on “generative” distinctions and interpretations, which means that we are not just dealing with concepts, models, and conceptual frameworks, but with behaviors that produce the desired results. To be generative an interpretation must be:

• Observable behavior
• Executable behavior
• Learnable through practice
• Generates the desired result.

Behavior change does not happen from conceptual understanding. Conceptual understanding is a starting point, and then there must be an embodiment of new skills with an accompanying shift in emotional repertoires. Many cultures have their performance bounded by limiting fears, resignation, anxiety, and a commitment to comfort zones. This kind of learning only occurs through recurrent practice.