About QEMS

The Quantum Energy Management System (QEMS) operates on the premise that every organization has a life force energy field of its own. There are four main forms of energy moving through any organization — money, data, materials and human energy. If the flow of any one of these is impeded, the organization suffers. The first three are easily managed and subject to traditional measurement and control. Human energy, is not. This is especially true of the negatively-charged, unconscious energy that we all tend to have buried deep within us —that tends to get acted out at work, to the great detriment of the organization—for which I have coined the term ‘humenergy.

Humenergy
Humenergy is defined as the subtle and largely unconscious material that every individual brings to work and acts out — almost always to the detriment of the organization. It does not yield to traditional conflict resolution procedures and creates critical problems at all levels within the organization. It manifests as open and covert conflict, antagonism, discord, resistance, self-sabotage, cynicism, low performance, depression, etc. It affects attrition and turnover rates, morale, productivity rates and ultimately, profits.

Until now, there has been no way to deal with the problem of unconscious humenergy being acted out at work. Most companies don’t even recognize the problem.  QEMS provides a way for each individual to release their own humenergy in a safe and easy manner so that they don’t need to act it out at work, nor, for that matter, at home either.

Since the energy field of any organization is a sum total of the energy fields of all its employees, from the CEO down to the lowest paid worker, it follows that if the employees carry a higher than normal positive energy field as a result of using the QEMS tools, the organization itself will follow suit.

The result is, in addition to increased profits and better relationships with customers, suppliers, vendors, strategic partners and other key stakeholders, a reduction in internal conflict and dissent, an increase in morale and productivity, less absenteeism, improved turnover rates and increased productivity. It proves, and gives new meaning to, the old adage that a happy workforce is a productive workforce.