ABSTRACT
This chapter presents a case study on one organisational practice and describes how the model can create a more holistic experience out of what is often a part of fragmented organisational practices. Organisations are often experienced as a series of disconnected, competing and conflicting activities, practices and rules. It becomes an internalised perspective from which people can see the whole and then respond more from the whole of themselves. The chapter looks at how the model assists in designing for the whole human being and monitoring to see that both manager and employee holistic aspect of a practice is still vital and valuable to those who participate in it. It also looks at how the nature of tensions are discussed in the management literature. It helps the people do being and doing in the workplace as both individuals or in teams.
