In Greek mythology, there is a story about Daedalus, who made wings to fly across the sea. His wings were connected with wax, and as he was flying higher and higher, getting closer and closer to the sun, the wax dissolved, and he plunged into the sea and drowned.

This is the beginning of my forthcoming book on the theory and practice of organizational therapy. First, it will present a definition of organizational health. Then, what makes it sick, and which of the dysfunctionalities are normal, abnormal, or critical, and why. Next, it will discuss how to treat the dysfunctionalities or organizational maladies contingent on where the organization is on the life cycle.

Financial reporting is indispensable for organizations. It has two different audiences – banks, investors, and members of the board who need a consolidated report to see the big picture necessary for strategic decisions. The second group, the company's management, needs, in addition to it, detailed financial reporting, necessary for running the company day to day effectively and efficiently.

Mutual trust and respect are essential components of a healthy organizational culture. Organizations that prioritize these values create an environment that fosters innovation and creativity, attracts and retains talent, and promotes teamwork and cooperation.

In today's society, trust seems to be slipping through our fingers like sand. It's a pervasive issue that affects various aspects of our culture, from the medical profession to politics, media, the food industry, family dynamics, and even personal relationships. The erosion of trust has significant repercussions on our civilization, as trust forms the foundation of a cohesive and harmonious society. In my writings, blogs, books, and videos, I can't help but draw attention to the importance of trust in organizations and how its absence can lead to dysfunction, stress, and chaos.

As a business consultant and relationship expert, I have seen time and again how the art of decision-making can make or break individuals, couples, and businesses. In today's fast-paced world, we are often faced with complex choices that require careful consideration. In my years of experience and research, I have come to believe that the most effective decision-making process involves consulting both the head and the heart, and in a certain order.

In 2008 there was a big financial crisis. I was invited to speak to IBS at the Russian Academy of Economics. My presentation was transcribed, and the result is this booklet.

In an autocratically managed organization, the autocrat is not challenged. He or she is feared. Thus, often decisions that are not finalized, that are just an idea, get implemented, nevertheless. They are considered to be an order because no one dares to ask questions: are they a decision or just an illumination? The decision is not challenged. Not reviewed if it makes sense. If it is even ethical. They are being implemented to be safe in case they are a finalized decision.

In the TV mini-series “The Playlist,” which is inspired by the book “Spotify Untold,” there is an episode on the process of creation. In this episode, there was a comment made saying that 10% of entrepreneurs have a mental condition. These conditions could range from the spectrum of attention deficit or hyperactivity syndrome. It is of note that the comments also said that in entrepreneurs creating their tech start-up companies, the percentage goes from 10% to 30%.

Back in the early days of my career as an organizational therapist (at that time, I was a consultant), I considered laughter to be frivolous. I thought that employees and executives who wasted time on laughter were not serious about their work or companies—that they were lightweights to be avoided or ignored.