Employees in high-trust organizations are more productive, have more energy at work, collaborate better with their colleagues, and stay with their employers longer than people working at low-trust companies. They also suffer less chronic stress and are happier with their lives, and these factors fuel stronger performance.

This post features a New York Times article by Charles Duhigg that documents the surprising truths that Google discovered about why some work groups thrive and others falter.

Ten design principles are foundational to the future of organizations and the kinds of mindsets and behaviors that are needed to bring a legacy organization into the 21st century.

Many of us sense that the current way we run organizations has been stretched to its limits and we are increasingly disillusioned by organizational life. Frederic Laloux suggests that another, more soulful organizational model may be just around the corner.