Emotion is generally viewed negatively in the workplace and most managers are happy to be seen as non-emotional and data-rational.

Organisational theorist Bob Garratt says this is nonsense and that emotions can be both positive and negative: problems come from using only one side of the emotions.

In The Twelve Organizational Capabilities he argues against the idea that hard logic must always be the driving force behind an enterprise.

Garratt's latest book is subtitled Valuing People At Work and is intended as an antidote to "over-rational, action-fixated and cost-cutting approaches to organizational change".

His concept of organisational capability aims to provide the framework for managers to release human energy and learning into a world where it is badly needed.

Garratt stresses the value of personal recognition for employees - he says they crave it and that it is the line manager's job to ensure it is given, starting with the induction process and continuing until the employee leaves.

"If people do not get positive personal recognition, then the one thing that a human being cannot stand at all is no recognition, and will, if forced, seek negative recognition by deliberately committing errors."

The learning climate of enterprises needs to be open: mistakes should be admitted quickly, risks assessed and corrective action taken.

Garratt says systematic monitoring of the competition is often considered unnecessary or as being below-the-belt. In a global economy it is vital, he argues.

Perhaps the key organisational capability is the speed at which an enterprise can learn to change in a fast-changing world.

He points out that losing touch with the customer base is the cardinal sin for any business and lists corporate giants which have sinned in the past 10 years - IBM, Apple, Coca-Cola, Marks & Spencer, General Motors and McDonalds in its home market. Coca-Cola's decision to launch New Coke led to the hurried revival of what is now Classic Coke.

Top management at least had the honesty to admit a blunder and learned a harsh lesson about the emotional power of brands.

Garratt has a good prescription for improving business performance through recognising and using people power.

And it looks good, but unfortunately many readers will have an uncomfortable feeling that this medicine will not be taken by the managers in their workplace.