Achieving Coherence Out of Chaos

The Inner Quality Management® Model 1

Doc Childre, Founder and Chairman of the Board, HeartMath LLC
Bruce Cryer, President and CEO, HeartMath LLC

Introduction
Achieving coherence out of chaos is about building organisations that respond to change, crises, and challenges with poise and balance. It's about organisations of people who know how to manage themselves mentally and emotionally, who care about the organisations they work in, and are motivated to manifest their best qualities. Our view is that a new level of organisational efficiency, synchronisation, and effectiveness is possible by studying and applying new information about the intelligence of the human system. organisations will make only incremental improvements in effectiveness and sustainability until a more thorough and sensitive understanding of human processes resides at the core of how organisations function. We propose new ways to achieve such organisations, grounded in science, practicality, and the intelligence of the human heart and intellect. It is designed to educate, inspire, and stretch you into new understandings that can affect how you live, and how you lead or influence your organisation.

Seeing the impact of emotional factors
It helps to start by facing up to what is really going on in the workplace for most people. It would startle most managers to know how much time each week people spend thinking and emoting over their problems. If a computer readout showed the kinds and amounts of hormones released into the body as a result of those thinking habits, and the negative health consequences, you might insist that your people make some mental and emotional adjustments. Then, if you could trace a path of poor decisions and lost opportunities arising from the emotional inefficiencies of your people, you would take action. However, there is currently no easy way to see these patterns, yet we are still faced with incoherence in our organisations.

Research on Stress
Anticipating the growth of stress in our lives
When we founded the Institute of HeartMath in 1991, we knew that individuals' levels of stress would increase dramatically in the future. globalisation in communication technology, and markets, along with increasing cultural diversity on all continents were examples of how the rules of the game were changing faster than people could keep track. One of the most profound ironies is that, in the late 1990s, many of the world's technology-driven economies are enjoying unprecedented growth and expansion yet, in our experience, personal fulfillment plummets and fear soars. The Y2K computer problem exemplifies the type of chaos facing us today. The resulting uncertainty and anxiety has compelled people to ask new questions of themselves and their organisations.

Research indicates an intelligence in the heart
Conveniently, new answers have arrived on the scene. Research studies during the last decade profoundly affected our knowledge of human intelligence, opening up surprising new possibilities.² The knowledge that intelligence is distributed throughout the human system, and that the heart is an intelligent system profoundly affecting brain processing, represents an exciting new model for helping organisational systems become more intelligent, more adaptive, and more humane.

A vision to build a coherent, caring, efficient organisation
Our team set out to build a coherent organisation that would put both care and efficiency at the heart of all our activities: care for our clients and ourselves, efficient service for our customers, and internal efficiency for ourselves. Many of the 20 or so who formed the original core team had worked in companies or public agencies mired in incoherence and ineffectiveness. Human values often were absent, and so was business efficiency. Early on, we recognised a link between the heart of a person and the heart of an organisation. We knew organisations reflect the collective mind-sets and attitudes of the people who inhabit them. We also knew that the next step was a new, more coherent system that addressed how people feel and how they perform.

Defining coherence and chaos
Before continuing, it would be useful to define chaos and coherence. Coherence means a logical connectedness, internal order, or harmony among the components of a system. The term can also refer to the tendency toward increased order in the informational content of a system or in the information flow between systems. When a system is coherent, virtually no energy is wasted because of the internal synchronisation among the parts. In organisations, increased coherence enables the emergence of new levels of creativity, cooperation, productivity, and quality on all levels. Chaos is great disorder or confusion, incoherence.

Developing Inner Quality Management
The work that we and other researchers have done has yielded important insights into human physiology and the consequences of stress, with organisational effectiveness. We've learned much through extensive research, direct work with dozens of public and private sector organisations, and experience growing our three organisations. Through this process we developed Inner Quality Management® (IQM), a set of scientifically-based tools for bringing people and organisations into coherence (see appendix). There are four dynamics of Inner Quality Management that, in healthy organisations, are integrated. They involve a thorough, research-based set of tools for:

1) Internal self-management.
2) Coherent communication.
3) Boosting the organisational climate.
4) Strategic processes and renewal.

For the purposes of introducing you to what we have learned in our work in a brief article,we will focus on the emotional virus. A more complete discussion is found in our book, From Chaos To Coherence: Advancing Emotional and organisational Intelligence Through Inner Quality Management, published by Butterworth-Heinemann.

The Emotional Virus
organisational climate
Most of us intuitively understand that the climate of one's workplace has an impact on how people feel and perform. In using the term climate, we refer to the collective atmosphere of a workplace: the attitudes, perceptions, and dynamics that affect how people perform on a daily basis. Climate, like the weather, is not static and unchanging. Nevertheless, as with any locale, certain climate patterns are unique to each organisation. More importantly, we all are involved in creating our organisational climate on a daily basis.

A healthy organisational climate is proven to boost productivity
The elements of a healthy organisational climate include supportive management, contribution, self-expression, recognition, clarity, and challenge. For almost a century, researchers have explored the causes of work-related injuries, a major cost to any organisation and one of the earliest and roughest measures of organisational incoherence.³ At first, it was believed certain employees were more "accident prone" than others, but studies failed to support this contention as a definitive personality trait. Research then shifted to uncovering the personality traits that differentiated workers who were hurt from those who avoided injury. Looking into the psychology of safety became essential as organisations such as OSHA and the National Safety Board in the United States determined that 90% of all accidents are caused by an individual performing an unsafe act, while only 10% are caused by unsafe working conditions.

The vast majority of workers today are employed in nonmanufacturing jobs, where workplace safety concerns focus more around issues such as ergonomics, workload, and mental and emotional processes. Yet workers' compensation claims are soaring in many non-manufacturing sectors of the economy. Health, safety, and environmental issues are growing in importance, especially in high technology, petroleum and aviation, where disregard for these issues can be catastrophic. Dr. Phil Smith, an organisational psychologist working in the United Kingdom and Hong Kong, reviewed 61 studies of job burnout in 1997:

Of the three facets of burnout-emotional exhaustion, depersonalization and diminished personal accomplishment-emotional exhaustion is most sensitive to factors which negatively influence workplace climate, and is the strongest predictor of attachment to the organisation. Interestingly, job stressors such as role stress, workload and role conflict have a disproportionate impact on emotional exhaustion, not equaled by the relief provided by resources such as social support, job enhancement and reward structure. This implies that attempts to compensate for the effects of stressful work environments by the provision of additional resources may not be successful.⁴ Dr. Smith goes on to suggest that, "While a good emotional climate is not by itself sufficient to ensure success, a bad climate is certain to prevent it.

The Brown & Leigh study
"Underlying the Inner Quality Management model is the understanding that your effectiveness in anything-career, marriage, relationships, recreation-is based on activating the most intelligent perceptions of yourself, your environment, and those with whom you interact. Most of us would agree with this principle. However, there is little research showing a direct, measurable link between one's perception of the workplace climate and one's own performance. A groundbreaking study by Steven P. Brown and Thomas V. Leigh, published in 1996 in the Journal of Applied Psychology, sought to investigate the process by which workplace climate is related to employee involvement, effort, and performance.⁵ The researchers chose 178 sales people in three different companies as the test subjects. Sales results were monitored and correlated with the study's predictions, providing a bottom-line context for the study out-comes. Based on numerous previous studies, Brown and Leigh designed their study to examine six dimensions of a workplace's psychological climate ⁶ (See Figure 1.):

• Supportive management-The extent to which people feel supported by their immediate manager.
• Clarity-The degree of clarity about what is expected of an individual.
• Contribution-The feeling that one's contribution is worthwhile.
• Recognition-The feeling that one's contribution is recognised and appreciated.
• Self-expression-Feeling free to question the way things are done.
• Challenge-The feeling that one's work is challenging.

Brown and Leigh study of organisational climate. Reprinted with permission from Steven P. Brown and Thomas V. Leigh, "A New Look at Psychological Climate and Its Relationship to Job Involvement, Effort and Performance," Journal of Applied Psychology, Volume 81, No. 4 (1996), pp. 358-68.

Each dimension was considered to be an indicator of how psychologically safe and meaningful the employee/salesperson perceived the organisational environment to be in linking job satisfaction and specific organisational outcomes. The 178 salespeople were surveyed on these six aspects of their managers' attitudes and the workplace climate. The salespeople in turn were measured by their managers on three dimensions of work performance: achieving sales objectives, extent of technical knowledge, and administrative performance. The study results were significant and supported the researchers' predictions. The researchers determined that an organisational climate perceived by employees as psychologically safe and meaningful positively affects productivity. This occurs when:

• Management is perceived as supportive
• Work roles are well-defined
• Employees feel free to express and be themselves
• Employees feel that they are making a meaningful contribution
• Employees are appropriately recognised for their contribution
• Employees perceive their work as challenging.

Then, employees are more involved in their job and exert greater effort.⁷ This leads to measurable improvement in sales, administrative performance, and product knowledge.

Ignoring the climate
The health consequences of ignoring the workplace climate was researched in a long-term study of British civil servants. The study indicated that employees with little control over their working environment face a significantly higher risk of heart disease than those with authority to influence their job conditions. "Our research suggests that illness in the workplace is to some extent a management issue," said Michael G. Marmot, director of the International Centre for Health and Society at University College in London and lead author of the report.⁸ "The way work is organised appears to make an important contribution" to the link between socioeconomic status and heart attack risk. The study tracked nearly 7,400 men and women in London civil-service jobs for an average of more than five years. It found that those in low grade positions with little control over their responsibilities were at a 50% higher risk of developing symptoms of coronary heart disease than those in higher level jobs. Since 1992, the United Kingdom has made companies liable for employee stress. Many successful lawsuits have been brought by employees against employers who created stressful environments. Similar legislation has not been passed in the United States. In the highly litigious American culture, one can imagine the economic and social chaos that would be wrought by such legal actions. Liability issues aside, organisations must deal on a daily basis with the consequences of unhealthy climates.

Thinking in terms of an “emotional virus”
An "emotional virus" is thriving in the unhealthy climates that exist in many organisations today. It is the net effect of emotional mismanagement and short-sighted management practices. And its corollary is this: organisational learning thrives when the organisational "immune system" is strong and vibrant.

Some organisational change agents call themselves organisational viruses, hoping to infect the organisation with their view of needed transformation. Their intent, like a computer hacker's, is to get in and out fast, before the organisational immune system kicks in to throw out the invader. This analogy is intriguing and quite appropriate, but our use of the term is an inversion of that. An organisation is much like an organism. It requires a wide variety of nutrients and resources to be healthy; it can get sick in response to external stressors or internal imbalance and, unless it learns to heal itself, eventually becomes sick and dies.

A tendency to misdiagnose the underlying problem
Typically, when an organisation recognises something's not right, the solutions are to focus on cost cutting, process reengineering, product improvements, or improving customer service. While these well-intentioned initiatives are usually necessary, they are not sufficient. They focus on symptoms, not the cause. In many organisations, this classic Band-Aid approach actually creates more frustration, anger, and anxiety, while the organisation, or organism, becomes even sicker. Once people are drained emotionally, the creative energy needed to develop new innovations is sapped. Additional energy is then expended in inefficient ways that put added strain on the people, and the downward spiral accelerates. Acrimony, mistrust, antagonism, and blame are just a few of the emotional reactions that take up residence in the workplace. Finger pointing becomes the preferred exercise program, and left unchecked, the very creative source for the organisation is drained.

Some data: CSC Index
The 1994 CSC (Computer Sciences Corporation) Index "State of Reengineering Report" revealed these statistics undermining many organisational climates:

• 50% of the companies studied reported that the most difficult part of reengineering is dealing with fear and anxiety in their organisations
• 73% of the companies said that they were using reengineering to eliminate, on average, 21% of the jobs
• Of 99 completed reengineering initiatives, 67% were judged as producing mediocre, marginal, or failed results.⁹

Understanding the emotional virus
Childre first coined the term "emotional virus" while he was consulting with a CEO who had attended an IQM program in California. The executive was concerned about the internal backbiting among several of his management teams, which was clearly affecting not only morale but also productivity in a key division. The emotional virus was described this way: It is the net effect of emotional mismanagement within an organisation. As with other viruses, the emotional virus is highly infectious. People think it is okay to complain, whine, and sarcastically laugh- about the imbalanced coworker, the stressed out boss who ignores voice mail or e-mail, the department that just cannot get its act together-not realizing they have caught the emotional virus bug. Each casual complaint and unconscious judgment is like coughing in a coworker's face, thus spreading the germs of negative emotions and creating a caustic, unfulfilling environment.

Once an outbreak of the emotional virus has been detected, the workplace should be quarantined until proper medicine arrives, but that is not the way business works-yet. In evaluating long-term growth, companies that spend time and money on eliminating the emotional virus will see a big return on their investment. Ignoring it and staying on the track of believing "that is just the way it is" is a dangerous move on the chessboard of future business.

People are changing and the worker of tomorrow will have a different set of standards for evaluating job satisfaction. This already is happening. The work force already is demanding more harmonious working relationships. Salary, although still important, is not as high on the list as it used to be. Workers often are "cashing out," taking less pay and moving into jobs more in line with their core values. Working in an environment where people do not stab each other in the back, where management and employees can have a more open dialogue, and where the employee feels connected to and proud of the company and its products are among the career core values people are adopting. The emotional virus eats away at these organisational qualities and many people are seeking a place to work where they do not have to witness watercooler and back-room character assassinations. It isn't that people can't take it. Millions do daily. Times are changing, however. As Doc told the CEO, "In the name of smart business, increased productivity, less employee turnover and lower health care cost, the emotional virus eventually will have to be dealt with."

The workplace is not the only location where an emotional virus is on the attack. Many employees leave home or community environments full of viral activity. Without tools for effective self-management, people become drained emotionally because of the increasing pressures in society, family life, and their workplace. They are unable to recoup the lost energy, and the people around them soon become affected or infected. Like any virus, it spreads quickly if the organisational immune system already is weak.

Stopping the virus
The only way we have seen to eliminate the emotional virus or stop it before it gets out of control is to educate individuals who make up an organisation on how to manage their thoughts and emotions. It has to come from the individual change of perspective within the people who make up an organisation. It is usually essential to start right at the top with the senior management but it can start in a team of line workers and be highly effective. Just as the emotional virus spreads from person to person so does the antidote. As people in the organisation, especially the most visible and influential ones, begin to actualize change within themselves, others soon will follow suit or move on to another environment that resonates with their attitudes.

Start by fostering an atmosphere of appreciation. Do not allow judgments to go on without pointing them out. Put more care into communication and use heart intelligence to make decisions, big and small, especially when the decision affects others. There is more but these suggestions, if applied with sincerity and consistency, at least will save you from becoming infected and go a long way toward helping your coworkers and your organisation.

Who is to blame?
Executives or other highly visible employees often take the blame for being the carriers of the virus that has hit the company. Witness the unpleasant public departures of CEOs at Apple three times within five years, a company once noted for its innovative vision and people-oriented culture. Or the blindness of American automakers to their companies' sickness while the Japanese gained dominance and market share. Many business magazines write gloating postmortems of once-hot executives, helping their demise become public. No company is immune from the emotional virus or its ravages. Yet, rarely do analysts look at the emotional coherence of the organisation, so easy is it to blame missed product deadlines, bad decisions, or other external factors that have a deeper cause. It could be tempting to see the emotional virus as an isolated phenomenon. "It won't happen here." Reconsider some of the global statistics cited earlier.

The sudden collapse of several Asian economies in 1997 forced a reexamination of business potentials in that part of the world while affecting global commerce. What role has emotional mismanagement-greed, unhealthy competition, and the like-played in that drama? Similarly, could many of the stress-related health care and productivity-related costs of doing business today in Europe and North America be based, at least in part, on underlying emotional mismanagement and organisational structures that ensure a fertile environment for continued viral growth?

Is the procrastination in many organisations around Y2K issues an outcome of emotional overload on the part of these managers? We anticipate the situation will worsen as increasing globalisation creates conditions perfect to mutate new strains of the emotional virus. As with populations that were isolated for centuries then devastated by disease brought by their conquerors, few have built the emotional resilience required to manage unprecedented change and uncertainty. In an age of connectivity, no one is isolated anymore.

How to strengthen the organisational immune system
Recent research in human physiology has revealed key aspects of immune system health with remarkable parallels in organisational behavior-the organisation as an organism. In the human body, feelings like anger, frustration, and irritation weaken the immune system and drain vitality, leaving you more susceptible to colds, flu, and more serious illnesses. A recent Institute of HeartMath research study,¹⁰ published in the Journal for Advancement of Medicine, shows that even a five-minute episode of recalling an angry experience can suppress a key component of the immune system for as much as six hours. This research is showing the converse is also true: Attitudes like appreciation, care, and compassion significantly boost the immune system, and give you more resilience and strength to withstand sickness (see Figure 2).

With these positive feelings operating in your system, even if you do get sick, you recover more quickly and recoup lost energy. The more your system is balanced, the more intuitive insight you are capable of-intuition that can anticipate problems before they turn ugly.

In this study, IgA (secretory immunoglobulin A), a key immune system antibody, was found to be suppressed for nearly six hours after a five-minute period of recalled anger. On the other hand, a five-minute period of feeling sincere care caused a significant short-term rise in IgA, and a gradual increase over a six-hour period.

organisations are strikingly similar. Work environments characterized by excess stress, contention, and anxiety breed insecurity, unproductivity, and inhibit creativity. People do not want to come to work in these rigid, inflexible environments. The negative attitudes compound the pressure on an already strained organisation. The last place most people look for answers is within; the first thing many will do is find someone or something to blame, reinforcing organisational rigidity.

The same attitudes proven to boost a person's immune system are known to create a harmonious, productive and creative workplace.Where people are valued, appreciated and cared for, they produce more, have greater loyalty to their employer, and have higher levels of creativity (see Figure 3). Attitudes like appreciation, care, and compassion are not just sweet, they are powerful medicine for the virus.

How to spot the emotional virus
The challenge in tracking and curing the emotional virus again is one of perception. Like a fish growing up in the Hudson River, assuming the polluted water was "real" water, many of the symptoms of the emotional virus are so prevalent, there seems no alternative, or they seem invisible, so maladapted are we to their effects. Common symptoms include:

• Caustic humor
• Constant stream of complaints
• Defeatism
• Resentment
• Us versus Them mentality
• Suspicion
• Frequent communication breakdowns
• Ongoing fatigue or an overrushed pace of work
• Anxiety, fear, intolerance, resignation, antagonism, despair. All these symptoms can be seen, heard, and felt in lunchrooms, around the coffee machine, by the copier, in mail rooms and boardrooms, and around the

A summary of improving employee attitudes in three organisations utilising the IQM technology. Data reflects responses to questions on feeling conflict between home/work priorities, desire to leave the organisation, desire to quit the job, and feeling good about the job. The data collected shows an improvement in most measures. For each category, bars represent predata, and postdata.

Conclusion
There is a momentum of new intelligence that cannot be stopped, even though it may appear embryonic and fragile in the face of so much chaos and pain. Heart-based organisations will encourage and enhance the self-development and self-management of all their members. They will seek to maximize intelligence, not by aggravating people into doing more, but by nurturing, supporting, and stretching them. They will see the mental, emotional, and physical health of people in the organisation as essential to productivity and long-term viability. They will see communication as the flow of living information, which has the power to vitalize and regenerate. And they will create processes that renew and revitalize both the individuals and the organisation, serving the needs of all. For all this intelligent effort, they will be rewarded with unheard of breakthroughs in innovation, customer loyalty, and personal fulfillment. They will have moved from chaos to coherence.

1. Excerpted with permission from the book From Chaos to Coherence: Advancing Emotional and organisational Intelligence Through Inner Quality Management, by Doc Childre and Bruce Cryer, © 1999, Butterworth-Heinemann. No part of this article may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.

2. R. McCraty, W.A. Tiller, and M. Atkinson, "HeadÐHeart Entrainment: A Preliminary Survey." Proceedings of the BrainÐMind Applied Neurophysiology EEG Neurofeedback Meeting, 1996. Key West, Florida (pp. 26-30).

3. Jon Gice, "The Relationship Between Job Satisfaction and Workers' Compensation Claims," CPCU Journal 48, no. 3 (September 1995), pp. 178Ð84.

4. Phil Smith, "Emotional Climate Is More Than Just a Feeling," The Edge Newsletter, Edgecumbe Consulting Group (August 1997).

5. Steven P. Brown and Thomas V. Leigh, "A New Look at Psychological Climate and Its Relationship to Job Involvement, Effort and Performance," Journal of Applied Psychology 81, no. 4 (1996), pp. 358Ð68.

6. Ibid., p. 361.

7. Ibid.

8. Reported in article by Ron Winslow, "Underused Skills Raise Risks of Developing Heart Disease," The Wall Street Journal (July 25, 1997).

9. Thomas H. Davenport, in "The Fad That Forgot People," Fast Company, Nov. 1995.

10. Glen Rein, Mike Atkinson, and Rollin McCraty, "The Physiological and Psychological Effects of Compassion and Anger," Journal of Advancement in Medicine, Volume 8, no. 2 (1995), pp. 87Ð105.

11. organisational Coherence Survey Manual, Institute of HeartMath.

Doc Childre, Founder and Chairman of the Board, HeartMath LLC. He is the architect of the HeartMath® System and founded the nonprofit Institute of HeartMath (IHM) in 1991 out of a sincere desire to help people and organisations deal with the ever-increasing stress in their lives. He assembled a talented team of researchers, educators and business people who care about the stresses people face today, and who are committed to providing practical, easy-to-use, scientifically-validated technologies to help people prevent and eliminate stress as it happens. The HeartMath system has been featured in many major national and international print and electronic media and has case study results from business, public sector, education and health audiences. HeartMath training has been delivered in Fortune 100 companies, medium and small businesses, all branches of the military, state and federal governments, health and education organisations and to thousands of individuals worldwide. Childre has authored nine books on the HeartMath system and as a composer has created two albums which are used to complement HeartMath's human performance technology. He is coauthor, with Bruce Cryer, of From Chaos to Coherence; Advancing Emotional and organisational Intelligence through Inner Quality Management.

Bruce Cryer is President, CEO, HeartMath LLC. He has more than twenty years of experience in business management, human performance training and organisational change. Cryer helped launch the Institute of HeartMath and is one of the key architects of the Inner Quality Management® (IQM) training programs. IQM incorporates the Institute's innovative biomedical research into practical tools and strategies to enhance organisational effectiveness, creativity, innovation, and increased productivity. Bruce successfully guided HeartMath programs into the global corporate arena, with significant projects at clients such as Motorola, Hewlett-Packard, CIBC (Canadian Imperial Bank of Commerce), Royal Dutch Shell, LifeScan (a Johnson & Johnson company) and Cathay Pacific Airways. Bruce has also edited more than 25 books on human performance, stress reduction and education. He is on the faculty of the Stanford Executive Program.

Appendix:
Inner Quality Management® (IQM) IQM is a multi-contact, research-based program that is customised to fit an organisation's business objectives. Introductory IQM workshops are offered regularly at the Institute's research and conference center, in Boulder Creek, California. HeartMath's proprietary assessment tools, coaching, and consulting services give ongoing feedback on effectiveness of the program while sustaining integration of the IQM process into the organisational culture.

Dynamic 1-Internal Self-Management
The FREEZE-FRAME® technology is a scientifically-based process for improving decision making and in the moment stress reduction. Participants learn the science of how and why to apply this powerful technique to job stresses, strategic planning, customer service, meeting effectiveness and personal interactions.

Dynamic 2-Coherent Communication
Interpersonal and organisational communication problems dramatically inhibit organisational effectiveness. Our Intuitive Communication process helps individuals and teams improve their ability to listen and to develop new clarity in their communication with co-workers, clients, customers and vendors, all of which translate into savings of time, energy and money.

Dynamic 3-Boosting organisational Climate
Systems theory has demonstrated that no individual or team in an organisation is truly separate from the organisation itself. Research has also shown which attitudes prevalent within organisations enhance productivity and which attitudes compromise it. Participants learn how to create a self-sustaining atmosphere of respect, appreciation and care within the organisation, increasing cooperation, coherence, commitment, and bottom line results.

Dynamic 4 Strategic Processes & Renewal
In this module participants learn IQM tools for project and strategic planning, and complex decision making. Participants also create an action plan for successful integration and application of IQM tools to ensure ongoing renewal, both personally and organisationally.

HeartMath LLC is an international training, coaching and consulting firm born out of research conducted at the Institute of HeartMath (IHM). It provides research-based programs to Fortune 100 companies, government agencies, military installations and many other organisations. The term HeartMath was created by founder and CEO Doc Childre to describe a system of practical tools for uniting heart and mind within the organisation and within the individual.

Founded in 1991, HeartMath programs have become recognised as leading-edge human performance technology that enhances both individual and organisational effectiveness. Their research shows that individuals and organisations become more coherent and smarter when a synergy of intellectual, intuitive and emotional intelligence occurs. They call this dynamic "heart intelligence." HeartMath organisational Programs are based on a modularized program of scientifically-researched tools and processes to achieve and sustain high performance. These programs provide proven methodologies that bring out the best in people while giving the organisation measurable outcomes to track program effectiveness and organisational health.

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