As a young business management student, I was intrigued by the research of Frank and Lillian Gilbreth, two early industrial engineers. I enjoyed reading about their efforts to help employees accomplish work faster and easier, which benefited the employers and the employees. They broke processes into their smallest component parts (which they named “therbligs” – Gilbreth spelled backward) and analyzed the need, role, timing and position of each therblig in the process. They experimented with each process, diligently measuring the outcomes, in pursuit of the “one best way” to accomplish each task and the process as a whole. The concept of improving methods to find “the one best way” to accomplish a process seemed to fit my personality and my view of the world. The search for and application of correct principles, processes and practices, as demonstrated by measurable outcomes, seemed like a rewarding pursuit – benefiting organizations, their employees, and those they serve. Such has proven to be the case.