ABSTRACT
A powerful insight into the approach to transforming the individual and tapping into what in many instances can be a wealth of knowledge and skill was given by one Japanese chief executive in June 1985. Surrounding the core concept of identity is the important area of beliefs and values. Beliefs relate to the framework of what we believe about the nature of the job, what we can or cannot do, the issues we can control and influence and a whole range of issues relating to the way we operate on a day-today basis. Behaviour is the observable output of the individual. It is that part of the individual’s operation which we can see and which can be measured. Other aspects of the individual are open to highly subjective interpretation. For example, it requires considerable ability on the part of a manager or leader to elicit an individual’s beliefs or value set, while behaviour can be readily observed.
