Video: Introduction to The Work of Byron Katie—I Made the Wrong Decision

“I made the wrong decision”—is it true? A man is afraid that no one will come to his event because he has given it the wrong name. Watch as Katie helps him imagine the worst thing that could happen at the event, so that he can discover the possibility of freedom now.

In this brief video, the four questions and turnarounds of The Work are clearly outlined for the concept “I made the wrong decision.” This is a wonderful reference tool for anyone who wants to understand The Work better, or for those just beginning to use The Work.

1. Is it true? (Yes or no. If no, move to 3.)
2. Can you absolutely know that it’s true? (Yes or no.)
3. How do you react, what happens, when you believe that thought?
4. Who would you be without the thought?



Download the Facilitation Guide for helpful supporting questions:…

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For the full length version:

The Work in Business, Conflict Resolution from the Inside Out

Dear Katie,

I am sending a link to an article I wrote recently about facilitating The Work with business leaders.

It has been a privilege to facilitate The Work in business and leadership development for the past eight years or so and see my clients enlighten themselves (and me!) with amazingly helpful discoveries through inquiry. One of my clients is the Young Presidents Organization. YPO is considered by many to be the premier global peer networking and educational organization for chief executives and business leaders: I have worked with YPO as a certified educational resource and forum facilitator for the last fifteen years.

Recently I was asked to write an article for YPO’s online magazine, “Ignite,” about conflict resolution for business executives. This turned out to be a wonderful opportunity to introduce The Work to YPO members in over 125 countries. The Article headline is Four Simple Questions to Turn Around a Stressful Situation and the title is Conflict Resolution: A Transformative Process that Works from the Inside Out.

The response from YPO has been very positive. The article presents an actual case from one of my clients, a CEO in Japan, and guides readers through the process of inquiry with the 4 questions and turnarounds.

I am very happy if this article is helpful to anyone in business or organizational leadership who wants to turn conflict around and discover the peace, freedom and creativity that’s always available through inquiry.

In gratitude,



For those of you interested in “The Work in Business,” don’t miss our business-focused upcoming event 12–15 November 2015 in Ojai, California. Working in close partnership, Byron Katie and The Trium Group will take participants through a powerful multi-day experience aimed at exploring how The Work can be used to improve team effectiveness, clarify strategy, drive innovation, and shape corporate culture. For more information and to register, click here.


VIDEO: “I Made a Wrong Decision”

Does stress follow you around the Workplace? And do you bring it home?

A man is afraid that no one will come to his event because he has given it the wrong name. He’s made the “wrong decision.”

Is it true?

Watch as he imagines the worst thing that could happen at his event and discovers the possibility of freedom, right here and right now.

Business Inquiry: “Having More Customers Means Having More Profits”

This is Jerry’s Business Inquiry example: “Having more customers means having more profits”

Jerry: “I am a business development manager for a mid-size consumer goods company, and my team has a real hard time with this. We believe that ‘having more customers means having more profit.’

Next, Jerry questions the common business assumption held by his team. As you follow his inquiry, I invite you to notice your own experience in life when you believe this thought. (Maybe yours is, “Having more money means having a happier life.” Or “having more friends means having more income.” Or, “…….?”)

Ask yourself: is it true? Is it true that “having more customers means having more profits”?

Can you absolutely know that it’s true?
“No, we can’t be 100% sure.”

So how do you react when you believe the assumption that more customers equals more profit?
“Well, we go crazy trying to win new customers. We lower our prices, we go out of our way to sell. Sometimes our sales people push too hard. Sometimes they over-promise. Sometimes we fight with marketing or the product development team. . We stop trusting them, we begin to see it as “us,” the good guys, versus “them,” the bad guys, the ones not doing their jobs. We try to meet our quotas at all costs. Discounts, financing games. These hurt our business and our reputation.”

Who would you be without that thought?
“We might have more time and energy to focus on the customers we do have, or on improving our product. We could work on getting closer to our best customers, helping them thrive. We could become more valuable to them. We could tailor some of our products for their customers, helping them stand out from their competitors. And if they’re successful, we share in that success. They’ll buy more, we’ll sell more. We know their demographic quite well, and we could work together on making something of value for their customers. There’s a side benefit there. We’ll reduce our marketing costs if we can make the same revenue with fewer customers.”

Turn the belief around.
“Having fewer customers means having more profit.’

Might that be as true as or truer than the original belief?
“I can see that it might be at least as true. It depends on what we are doing to get more customers, and on what we could do without trying so hard to get more. We could focus on our most profitable customers. We could get closer to our most valuable customers. We could definitely be integrated more tightly. We could focus on helping our customers’ businesses do better.”

Can you find three examples to make that a true statement?
“One, we could focus on the customers that have the strongest cash positions, the ones who are most likely to weather the recession.

“Two, we could stop wasting time on difficult customers, the ones that keep changing their orders. They’re very high maintenance, but we keep them because we think we need them to meet our numbers.

“And three, we could stop serving customers that don’t pay in a timely manner, the ones with poor payment history.”

In this example, we see how challenging a simple but powerful belief in the sales team– that “having more customers mean having more profit” leads us to a new strategy to survive and profit in a recessionary economy. What’s more, the customers we get closer too during these trying times are the ones who will appreciate and trust us when times get better. So by shrinking our customer base, we actually improve our long-term profitability.

Business Inquiry: How to Do The Work at Work

What are the beliefs that are getting in the way of your job or your business?

In the same way as we do inquiry on our stressful thoughts about people in our lives, we can do business inquiry, questioning the assumptions we take to work and about our work or not having work. These assumptions may seem neutral to some of you, but they may in fact be causing a lot of stress in your life.

Why do we do things the same way over and over again and expect different results? Because we are believing our unquestioned thoughts over and over again in the same way, that’s why. Simple.

What if we were to challenge our underlying beliefs, the beliefs about our work, the markets, our products and services, our customers, our partners, suppliers, our financial thinking, in fact everything we believe to be true about our jobs, the people we work with, our businesses?

Here’s how.

(Notice how familiar this process is.)

Write down a business assumption or belief on the line below and then question it in writing (use additional blank paper as needed), using the following questions and turnarounds.

(If you prefer, use the One-Belief-at-a-Time Worksheet. You are welcome to download it here now.) While answering the questions, be still, and go deeply as you contemplate. The Work stops working the moment you stop answering the questions.


(Fill in the blanks)…………………….

1. Is it true?

– The answer is a "yes" or a "no" only.
– If your answer is "no," continue to question #3.

2. Can you absolutely know that it’s true?

3. How do you react, what happens, when you believe that thought? What actions, thoughts, images, happen as an employee, a business owner, or a consumer, when you believe that thought?

(The following sub-questions are meant to assist you in contemplation of the third question above. I include them only so that those of you who wish can be as thorough as possible. Some of them won’t be appropriate, and some will work for you. Use the sub-questions as a possible menu that catches what you may have missed as you look at "How you react when you think that thought?".) Each of you deserves to be free from denial and delusional thinking, and it is always your choice. Those of you who are ready, take a deep breath; and now let’s continue with the sub-questions to question #3.)

– What images do you see (past and/or future) when you believe that thought? Close your eyes, relax, contemplate, witness what you see.

– Describe your feelings; notice what happens in your emotional body when you believe that thought or assumption. Notice what addictions come to mind when you believe that thought. Notice the ones that you act on and any guilt that may follow. Describe in detail how you react.

– How do you treat your employees, customers, suppliers, partners, competitors when you believe that thought?

– How do you treat yourself when you believe that thought?

– What negative business behaviors happen when you believe that thought? (For example, defensiveness, secrecy, lies, exaggerations, justifications, theft, breach of laws (legal and moral), false accusations, anger, punitive behavior.)

– Where and when did that belief/assumption first occur to you (at what stage or part of the business)? After you define that, close your eyes and find its origin. Were you three years old when you recall its origin in your life? Six, seven years old? Notice: is it still causing fear and failures in your business and life as a consumer today?

– What negative results do you get for holding on to that belief or assumption? What are your business expectations, and what is the cost to you in losses, financial and personal?

– What do you fear would happen to your business and your financial life if you didn’t believe that thought? (These, as well as the others, can be added to your list for inquiry later.)

– Does that thought bring peace or stress into your business life?

4. Who would you be without the thought?

Close your eyes; drop your belief just for a moment and look back; notice what your business would look like without that assumption.

What could your business be doing if you weren’t holding on to this belief? What do you see? Find three examples of what you could easily do differently if you didn’t believe that thought.

Find turnarounds. Are any of them as true as or truer than your original belief?


Jerry’s Business Inquiry >> “Having More Customers Means Having More Profits”

Announcing The School for Leaders (February 2008)

The School for Leaders has been cancelled and we have many marvelous, fresh leadership ideas for 2008 and beyond! In the meantime, the 9 day School for The Work is producing thousands of new leaders in the world. Please join us in the New Year’s Cleanse and the April 9 Day School for The Work in Los Angeles, California.

The School for Leaders
February 24 – 29, 2008
Boston, Massachusetts, USA

Dearest Family,

On February 24th – 29th, 2008, Byron Katie International is extending its reach by inaugurating the School for Leaders. In collaboration with the 1492 Society for Growth and Renewal, BKI and its highly skilled staff will lead participants for five days of intensive discovery. Focusing on leadership and self-inquiry, this dynamic team will bring The Work of Byron Katie and leadership training together in a groundbreaking adventure that will shift the way you experience the world of business and change your whole life.

If you want to lead others, learn to lead yourself.
If you want to lead yourself, question your mind.

Most of us have experienced events in our lives, and specifically in our work environment, where our unquestioned mind leads us mechanically into reactions. We often do not notice our painful stories and are sitting in a cognitive prison, where we cannot see, hear, or feel what’s true. These unquestioned thoughts impede true, sustainable leadership, which is so essential in every kind of business environment, whether a small company or a large multi-national corporation.

We are living in the middle of a huge paradigm shift in business, where the traditional management schools are concentrating heavily on hierarchy, directing, and controlling. The School for Leaders focuses instead on exploring your limiting beliefs and on teaching you how to enhance the collective wisdom in you and your environment. By doing The Work at work, you will experience peace and clarity in your professional (and personal) life. This will manifest itself in greater confidence in your leadership ability, and increased creativity, productivity, decisiveness, and harmony in you and your colleagues.

True leadership is always based on non-violence and non-defense. Gandhi in his wisdom once said: “My people have changed direction; I am their leader, therefore I have to follow them.”

Can this be true for you?

This example offers you a glimpse into how much your present thinking aligns with this simple and powerful, non-violent leadership paradigm.

If you agree with the statement of the wise leader, join the School for Leaders. If you disagree, you are even more welcome to attend the School for Leaders and to notice your abilities to trust the process.

The School for Leaders offers you a journey into your limiting beliefs and the discovery of your natural ability to lead. You are invited to become skilled in doing The Work, so that your business and your life can open to a world of infinite opportunities.

I look forward to meeting you at the School for Leaders.
Gratefully, kt

P.S. Learn more about THE SCHOOL FOR LEADERS here >>