In Inglewood, California, Christopher Mercier, President and Design Principal of (fer) studio builds award-winning Contemporary Iconic Architecture designed by a process whereby the final form is a result of a unique and collaborative design research method entitled Form Environment Research – or (fer) studio for short. FER’s approach is to produce a unique iconic form that offers each client a strong personalized visual identity arising from exceptional care for their aims.
Christopher Mercier is a specialist in the human-environment relationship and uses the “environment” as a tool to help do a lot with a little. In today’s interview, we’ll speak with him to discuss the opportunities for building these “environments” to do the heavy lifting for us. After the interview, we’ll hear a segment from one of our webinars about building these kinds of environments to help us influence others to meet our ambitious aims.
Here’s the interview:
Below you’ll find a transcript of this podcast episode that has been edited for your reading pleasure. You’ll also see links at the bottom of this post where you can find more information on the people and ideas mentioned in the episode.
by John Patterson
Produced by: John Patterson & Tyson Crandall
“When you create some type of organization of spaces, rooms, or relations, you create that environment and that environment then ends up with a form that becomes an identity.”
Christopher Mercier: I’m Christopher Mercier, founder and president of (fer) studio. We’re an iconic architecture and urban design office in Inglewood, California. John, I appreciate being here this looks like it could be fun.
John Patterson: Yeah, I think it will be. Say a little bit about you first started participating in Influence Ecology in what year?
Christopher: Geez, I think it was at least two years ago now. Two and a half maybe. Something in there. And I started with Fundamentals of Transaction and originally I worked with Lorenda Phillips. And she was a coach for many years and I did her structures for success course that she did years ago. And Lorenda was the person who got me over to finally meet with you when you were doing a presentation in Pasadena. One of the workshops.
I went to that with doubts I would say. By the time I walked out of there, I was like, “Wow, this is really, really good. This is great. This has everything I’ve kind of been looking for.” So, I was really impressed.
John: And tell me a little about that. What was it that you were looking for, if you remember? What was it that had you say to yourself, “Well that sounds like something I should do.”
Christopher: You know what, it was just in the presentation and going through the conditions of life and personality types and everything. Over the years, I’ve been… read philosophy, this and that, and I’ve done this and that program. I’ve done some Tony Robbins stuff. All of these things that we’re doing were pieces of information that could be applied here and there. But I never felt like there was a comprehensive approach to something and I feel like that’s where Influence Ecology for me really comes together as it’s not just a business tool. It’s not just a life tool. It’s not just this tool or that tool. It’s kind of like the whole toolbox all together and that to me, was kind of groundbreaking.
John: I don’t disagree. In fact, we have a lot of people that say something like, “Well, I’ve heard this and I’ve tried that and I’ve studies this and I’ve applied that. But it seems as if you guys at Influence Ecology bring it all together in kind of a cohesive program.” Anything else you want to say about that?
Christopher: That’s been a key piece because I guess I think I’ve always struggled with… You do this stuff for your business and then your life’s over here, and it’s this separate thing. And now working with Influence Ecology, where I am now, it’s the first time where I’m kind of combining everything. And it all looks cohesive under one idea. There’s separate parts to these things, but it’s all a full, continuous, collected idea which I think is fabulous.
John: One of the things that you pointed out in your notes was you began to discover that of the many conditions of life, and by the way for those that are listening for the very first time, that condition of life is I don’t wanna say an unavoidable area of your life that all human beings must attend to. For example, money, work, career, relationship and many others.
So, Chris, in your notes, you talk a little bit about the conditions of life. As, we presented them, you began to see some things about thinking accurately about those different conditions of life and then how to take care of many of those conditions of life, perhaps in new ways. So, anything you wanna say to reflect on that part of your journey?
Christopher: Yeah. I’d say that I grew up in Michigan in a typical Midwestern, middle-income family household. And my parents always taught the idea of kind of hard work and you’re gonna get where you need to go and that was really the motto of everything. But having gone through Influence Ecology, everything we’ve done so far and what I’ve been doing is realizing that yeah, hard work is great but unless you’ve got plans and accurate thinking and you’re really setting yourself up to understand how you’re gonna address these things, it’s really not gonna happen. And so, that’s what I really have been working on over the last couple of years since I’ve started is really strategizing different plans for these different conditions of life and creating deadlines and goals and aims within each of them.
John: And prior to that time, were you just crossing your fingers or you were just working hard and thinking, “Well, if I just keep working hard it’ll turn out?”
Christopher: Probably a little bit of both. A lot of the second one.
John: Well I think it’s the same for all of us, right? I’ve got my head down, I’m working, this should turn out, right?
Christopher: It would be funny because partial plans would come along and you’d kind of have a plan for one direction for a while and then at some point that plan would kind of like, deluded. Then off to another thing. So, there was no kind of consistency with it either.
John: So I think one thing is useful to point out the design of our programs and everything else is kind of an environment. Our programs are an environment. One of the ways to relate to the name of our company, Influence Ecology, is this way.
And I’ve told this story a dozen times, but, that if I want to compete in the Olympics, then I have to go put myself in the right environment to develop myself. I have to put myself amongst other Olympic athletes. I have to put myself inside of kinds of frameworks and commitments and obligations. I have to eat like them, sleep like them… I have to be around people who are going to say, “No, no, no. Try that one more time,” and all of that.
So there’s an environment that’s built for people to be able to produce those rather uncommon result. So Influence Ecology, is an ecology that influences you and I to meet our goals. Or said another way, we produce an influence ecology that allows the environment to do the heavy lifting. In other words, we use the environment to help us a little bit. And I’m excited about that part of what we do in talking with you, Christopher, because as an architect. And not just any old architect, I’m going to ask you to brag a little bit about some of your accomplishments, but environment’s your middle name. I look forward to finding out a little bit more about that and its importance as far as what you do and what you offer. Anything you want to say about environment generally before I get onto that?
Christopher: Yeah, I think the environment is what we are all, in all the time. In terms of ecology and stuff. To me, it’s really the basis of how we as architects understand and structure the world. Environment is really all about relations and I think that’s a huge, huge point. And that’s something that we’ve built on with my firm, form environment relation. Form environment research and the funny thing is John, I’ve never said this but when I was developing the name years ago, I was back and forth between form environment research, what it is called today, and form environment relation. It’s a funny thing that I ended up on the one because I think both of them play into what we really do today.
John: And say more about that for people to understand form environment relation or form environment research, what does that mean?
Christopher: What we’ve been working with is the words, form environment research, which become F-E-R in our name, basically. Form is basically an iconic identity that a building or environment takes on. And then, the environment itself is what takes that identity through its organizational solution. So when you create some type of organization of spaces, rooms or relations within an environment, you create that environment and that environment then ends up with a form that becomes an identity. It is the research process, which we call our design research process, entitled Form Environment Research, that basically helps us establish those relations within an environment to create that form.
John: What do you mean by iconic architectural design or iconic architectural urban design in reference to F-E-R?
Christopher: I guess the first thing I’d say is I actually think all architecture is iconic. And it’s really just a question of what level or what degree of iconic-ness it really takes on. Some buildings are bland and I would say there’s almost zero iconic-ness. Whereas or authenticity. But as you increase something like the Eiffel Tower, there’s a huge amount. So all buildings have a level of iconic identity. I think that’s the nature of architecture. In my definition of what iconic is, it’s really what makes the form identifiable, memorable, as an entity.
And our process, at form environment research, why iconic form is important is it because each company or at least should have their own identity. And that identity should be derived from, and created out of, the relations of their environment. One of the ways we work with clients is we basically, we start off and we develop different relational diagrams. And what you’re trying to do is to look for ways that your first solve any breakdowns or any difficulties they’re having when they need efficiency. And this can go from a creative office space, this could be a museum, this could be done through residence. But it’s these relations that you’re looking for, that you’re trying to establish new organizations of those relations to create its own iconic form. And that form should become the identity of that specific customer.
John: And I’m thinking about, as an example. I’m thinking about when I grew up. When I grew up back in Texas… When I went to school, we learned very early on about certain types of architecture. For example, I remember bank architecture. So the banking industry in the old days, if you will, or in the early 1900s at least in the Unites States, need to represent something rather permanent and sturdy and authoritative. And so the architecture was heavy and it was stone and it was columns and there were pillars. So there was something meant to be demonstrated in that environment. In that architecture. And nowadays, as I’m looking at banks and watching bank architecture, it’s so funny I pay attention to this stuff still to this day. I watch bank architecture become a little bit more hip. You could say not so old white guy sitting in a… more hip, more of the times. So there’s a different kind of iconography that’s being represented in that architecture. So are those examples of what you mean or anything you want to expand on?
Christopher: The bank example is fabulous. And I can’t remember, I’m blanking, I think it might be Citibank? They have the new bank café or… So, when I look at that, the way that I read that situation is that what happened is that they reorganized the environmental relations of how the bank works which has allowed them to restructure an identity that you now recognize as the new café slash bank. So in other words, the way you use that interior space, the way that those conditions of environment relational things are going to happen inside the bank is different than what happened in the bank you’re explaining from the past which was a much more formalized and rigid structure with youth.
And I think this is where a lot of architecture goes astray. You can’t just apply an identity to a form, to relationships. You have to use those relationships to find the identity that comes out of that and I think there’s… You see a lot of buildings that look like one thing and you walk in the door and it’s something else and there’s this unrelated-ness that I struggle with. If it’s not intentional and if it’s not for a very good reason.
John: So, I think you and I, Christopher, to bring to light some things that you do naturally in your architecture and in what you’re focused on which is through the relationships between the individuals in an environment, the environment’s utility, all of the different functions. And there’s probably a lot I’m not even bringing to this example. But you make real, in architecture, those relationships into some iconic representation of those commitments so that when the architecture is present, that the architecture itself then does what to us critters that see it or inhabit it?
Christopher: What we started to do over the last couple years, thanks to Influence Ecology, is we’re starting to look at the relations in an environment as actually transactions. And we’re starting to look at the individuals, the groups, people, within those environments that create different departments, say, as also how they transact.
And the idea comes… kind of another level. What we look for is we look for… A client comes to us and they say, “Look, we’re having this breakdown. This isn’t organized right. It’s not flowing correct.” So one thing is to find that solution. That’s one level. The next level that’s more interesting to me, and it’s more important to what architecture can do, is that you say, “Okay. So here’s the solution. But what are the unrecognized opportunities that we aren’t catching?” So that’s where we look for and we bring in a word that we call cross-pollination.
A simple way to explain how cross-pollination would work if we were playing with this larger urban design project and it had in it, there was an elderly housing situation that was part of the project. And that was on one side of the project from the developer and on the other side of the project there was gonna be a preschool. A daytime preschool. And so what we decided to do was take that preschool and take elderly housing and actually merge those two programs. Because they’re two programs that have in one way, nothing to do with each other. But in another sense what the elderly individuals can gain from spending time or interacting or creating or transacting with the children of the day center and vice versa, creates that whole new cross-pollination opportunity.
And so what that does it says, well then what does that environmental situation look like? Where do they interact? How do they interact? And then when you work that out, then if you have wood as the form of this. And so, that’s where form environment research really comes around and that’s what we’re really after is we’re trying to not only solve the problem but we’re trying to find the opportunities that people aren’t even aware of so that in the end what we’re doing is we’re creating an architecture that helps really increase an individual’s or an organization’s performance in the world.
John: You know I’m working with a variety of different companies around the world and one of the things I’m helping them do is to use the power of environment. So, to make a long story as short as possible, sometimes within organizations, many people are attempting to produce buy-in. That’s typically the catchphrase to use for a whole bunch of influence and compliance that the people seek within enterprises. In other words, I’d like for my new initiative at the company, I’d like to get buy-in on this and have that thing go throughout the enterprise. I want that thing sort of, ingrained into the enterprise. I want these new practices, I want these new habits, I want these new narratives, I want these new ideas, I want these new standards to be accepted and complied with throughout the enterprise.
So that’s what we might refer to as compliance. And I will talk to them about building an environment that does the heavy lifting for them. And it’s often the case that someone will be really gifted in a particular aspect of this, like a performer personality which is the relationship oriented personality, will be quite gifted at building influence and compliance, producing buy-in. As a relationship person, going out and getting everyone on the same page having lots of conversations. But it’s much more relational and conversational. Whereas the judge personality, the person that’s much more about evidence and standards, will construct sort of the boundaries and edges, the guidelines, the standards, the policies and procedures to produce influence and compliance. Right?
So what we’re doing Christopher, is we’re working with people to understand that there are a lot of different pieces to the architecture of building an influence ecology. There is the ideas, there’s the relationships, there’s the processes, there’s the standards and you can hear all four personalities in that. There’s something to building an influence ecology where we take those things and use them to produce influence and buy-in within an organization or an enterprise.
Now, from what I can hear and what you’re doing is you’re doing something quite similar. Producing architecture that does some of the heavy lifting for your clients. It tends to speed the transactions in some ways and I’d love to hear your comments about that.
Christopher: Wow, that’s exactly what we’re trying to do too. Is really create an environment that really supports and enhances what people are already doing and really can take them to the next level. To me, it’s such an obvious thing that it needs to happen and it’s such an obvious place of what architecture should be doing. I’m great to hear that. This is really cool.
John: Well it’s great to hear from you too. I mean, I think that’s the fun of having two guys again, it’s been a while since I studied architecture. But what I loved about it was the relational study of it. What drew me to it originally growing up as a kid and loving to go outside and build stuff in my garage… But as I studied it, I started to understand how relational it was. In other words, that some people would throughout history build a church for example to embody the principles and ethics or perhaps the spirituality or the divinity of something. So religion expressed in architecture. And we have so many examples throughout history of acts expressed in architecture. Or acts expressed in this room. And so as people are listening, the reason I’m excited to talk to you about all this is because for you and I, it might be normal to think of well what’s the environment that it’s required for this aim. Now that’s ultimately what we’re talking about. What’s the environment required for this aim? Well I don’t know, what’s the aim?
It sounds like that form environment research begins with, “All right well what are the aims, what are the relationships here and then let’s take those aims and reify them.” That’s a word we use a lot around here. Make them real, produce them in reality. So that again, that environment does some of the work for us. I’d be interested in any comments about that. But also, I’m curious to know in some of the architecture that you’ve built, what have been some of the responses to the things that you’ve attempted to reify? Where you’ve taken ideas and placed them, built them into something real and concrete?
Christopher: I’m gonna refer to a project we completed a couple years ago in Santa Monica. It’s a residence. It’s for a couple, their children are grown and into college at this point. They had had a house in Sherman Oaks up on a hill where they grew up, had a swimming pool, decent sized yard and everything. And now that the kids were out of the house and everything they wanted to move out of Santa Monica and somewhere closer to a walkable kind of market and coffee shops and things like that. And so they purchased a property there, they tore down what was a perfectly fine small house on the property and it came to exactly your question about, “What’s their aim? What did they really want?”
And so, it was interesting because part of the thing that I think we do when we go through a design process, is we actually try to pull that question out of our client. Like, what is it that you’re really looking for? And it’s surprising how difficult that can be. In the end, what we created was a contemporary home, which is something that they were well aware they wanted. But the nuances or the environmental structure and organization of that house was something that they were not clear. So, we had to listen for cues. And some of these things were that they wanted a two-story residence with so many bedrooms and bathrooms because of resale. They wanted a house full of light. They wanted to never have to go upstairs if it was at all possible because they felt were gonna grow old in this house and we want to have a master bedroom on the first floor so we never have to go up there if we don’t want to.
And this can go on and on and on. There were a ton of these cues but the driving force there were a number of pointers. So what ended up happening is we developed the house where we had bedrooms on the second floor but then we took the house and we pulled the house apart down the middle. Down the spine. And so we created a two story street, if you will. What that became the circulation for both upstairs and on the first floor and it was visibly and physically open. So you could be upstairs on the corridor and look down to the corridor below. And so, what this did is it said because there was a master on the first floor, you don’t have to go upstairs but you will experience the entire house without having to got here. And it also allows when somebody’s at home, one of the kids are home and they’re upstairs, you can engage somebody from two floors and this was kind of my growing up as a kid and everybody’s upstairs yelling, “Mom,” because you need your shoes or something.
It was maybe a partial response to that of my youth. So we split the two in that way. Created this double hygge space. A master on the first floor and then what we also did is down that spine we created a linear skylight that tracks the sun throughout the entire day. So that spine becomes a two story piece that pulls the house apart, allows for the integration of the second floor which they never want to have to go to, and it also becomes a natural daylight piece for the entire day as the sun moves across the sky from East to West and it lights the house differently all through the day. So the house became the environmental or organizational aspect of the house was of a particular solution derived directly from what we learned in trying to understand their aims. And they loved the house. They absolutely love it.
John: I’d like for you to brag a little bit about yourself because I know that your firm has won some awards, received some recognition, there may be some things you’d like to say to brag a bit about yourself. So anything that we should know about what you guys have accomplished or anything about who you are?
Christopher: Well I think one of the unique things about (fer) studio is a lot of architects I think they specialize in building types. And that’s understandable. It’s a logical way to address things and become specialized. But we’ve taken a different approach.
So what we do is we specialize in a client who’s looking for something unique. A client who really wants to make something that’s out of the ordinary and is really particular to their lifestyle, where they want to go in life, what they’re looking to do and what they’re looking to achieve. And so, we will do a variety of projects to museums, to single family residences, to multi-family residences, creative office spaces. We’re recently working on a cannabis store. Any type of project is open to us as long as the client themselves is looking for a very, very specialized solution. And I think that’s where we really can bring a lot to the table.
John: That’s fantastic. I was looking up some information on you and I saw an article titled, Space Man. By the way, I loved this title so much. I thought, “God, that’s so great, I gotta rip that off.” It’s such a beautiful way of saying that you’re a guy concerned for environment, but I’ve read a few different articles about you and about what you guys have accomplished. Anything else you’d like to say that you’re really proud of?
Christopher: The last thing I’d like to say is, I think this is really important, is that what Influence Ecology has brought to the table for (fer) studio is… We’re reinventing what (fer) studio is using the 13 steps, using the Pattern of Inquiry, using the Transaction Cycle and we’re trying to completely restructure how we do, how we operate, and how we address situations. And it’s interesting for me because when I first came up with the idea of creating (fer) studio and doing these things, I was always looking for that and I never had a clear path as to how to do it. It’s really finally coming together. That realization is how to make that work. And I would say to everybody who’s studying with Influence Ecology is you really have to be patient. I know John, you, and Kirkland constantly say this. You have to be really patient about going through these steps and these pieces. They look awkward, they look funny sometimes. It doesn’t seem to be working. But if you keep plugging at it and keep plugging at it, it really starts to come together. And it’s really been doing that for us and I really appreciate that.
John: Well I hope you had fun today. I certainly did. I enjoyed talking about that subject, as you can tell. I love that subject as much as you. I think you might like that subject a little bit more than me but it’s hard to tell. I might have to arm wrestle you for it. I might go after that Space Man title, myself. It’s a fantastic one.
Christopher: Yeah, I’m welcome to share the Space Man title with you.
John: Well Chris Mercier, of (fer) studios, thank you for being with us today. It was a pleasure doing this interview with you and I look forward to letting the world know a little bit more about your talents and your studio.
Christopher: Well thank you, John. This was really great and I appreciate everything Influence Ecology’s done and… Thank you so much.
John Patterson: We offer a segment of our Fundamentals of Transaction program here to give an example of what it might look like to begin to build and expand your influence ecology. This bit includes myself and Vice President Drew Knowles in Auckland, New Zealand.
John: Well, I’m going to sum it up this way by saying money is the value of your help. It’s the value of your help. It’s how your help is seen as valued to others in the marketplace. That’s why we work so much on your being valuable or low cost. Both of those things are ways in which you can increase your value, or the value of your help. And your career is your identity. In other words, the way that people are related to your value or health in those specific ecologies.
So you build and expand the help, the others that you require to fulfill your aims in each condition apply. You get help by offering help. You get help by offering help. So when we began this entire session with concentration and focus, one of the reasons I’m committed that you began to concentrate. Concentrate your offer. Focus your offer. Make it quite clear that you want to expand the identity of the value and help that you are to others in the ecologies where your health is seen as useful.
So, you must build an identity of value or help to attract the invitations, offers and requests from powerful centers of influence. In specific ecologies, there is something important for you to understand about your known-ness in ecologies because you are already known, perhaps unknown. But you’re known as unknown. I don’t know that guy. I could see in there, but I don’t know him. So there’s a kind of known-ness, a value or health, ranging from unknown to celebrated in different ecologies. And we want to just caution you, don’t assume that your smartness, that you’re liked, that you’re productive, that you’re sufficient to meet your aims because you may be naïve to the actions required to produce an identity of value or help.
For example, do you only take, or do you offer help? Go ahead Drew.
Drew Knowles: Yeah, one of those things John I’ve been seeing and learning for myself is it’s not just help. Someone the other day was saying to me, “Oh, I offer my help often and sometimes it reciprocates.” I said, “Well, you could take that up one level. How about you think about what specific help you can offer.” And two examples, John.
One is the editor of this magazine, I found out earlier on, and I’m writing for them regularly now. I found out early on, he isn’t as networked as I am and I thought he must have access to everybody. But it happens that there are certain networks he doesn’t have access to. And he needs quality writer, quality speakers, all sorts. So I had deliberately, and it’s partly because of the other people that I know want to get a chance to write and deliver. I offered him a number of people recently where not they’re going to be speaking at certain events and writing certain things, and he’s calling me regularly. He rang me the other day. I talked to John said, “You’re doing this keynote for us. How can I have the day event be a really good lead generation for Influence Ecology and help you grow your business?” And I was like, “Go on.” And that’s the kind of thing that’s happening, right?
And then this new office space that I’ve got that the woman whom manages it, it’s a kind of co-working… I found out early on, and this is the key point everybody, is I found out their aims. What has her win in her job? And it so happens that people through the door of this beautiful office space that looks over the water in Auckland, is one of her KPI’s. So now we’re working together and we’re going to put on a partnered meet up event, and I’m basically going to bring a bunch of people through the door, which is what I want to do anyway. And she couldn’t be more supportive and helpful in making sure my office experience… They’re gonna open up to their members, and we’re in this incredibly lovely reciprocal relationship. Really, I just found out what are her main aims and thought to myself, “Can I or is there someone else that I know offer that specific help to help this person. Because then they are really gonna help me.”
And I could go on and on, but it’s about specific help. Not just saying, “How can I help you?” That’s costly.
Drew Knowles: That means it’s on them to think about how you can help them. That’s not an ambitious adult. That’s an adult. Anyway. That’s the last thing I’ll say.
John Patterson: Good, I’m gonna do a quick thing to the work. I’m gonna help the producers, or the more objective minded, and what does it mean or look like to build and expand your influence ecology? So, I’m gonna start right here with this. I’m gonna tell you my story.
So, first of all, I want to build and expand my influence ecology and cooperation in a very specific ecology. So, I live in Ventura, California. I moved to this area a decade ago. I live in Ojai, California, which is up the valley a bit, but I work in Ventura, California. And I have not been known publicly here and I’ve always not wanted to be known publicly here but I began to change my mind and look at how I might be known not just as, “Oh, that guy.” But being known for a very specific offer of help.
So, all I did first is I looked at this list and I asked, “All right. Well, in what ecology, what specific ecology might I want to impact? You know what, I’m gonna start with the Ventura Chamber of Commerce.” The Ventura Chamber of Commerce is quite celebrated in this part of California for a bunch of stuff. They’re rather unusual and kind of amazing group of people. So I thought, “Nobody knows me. I’m unknown.” Top of the list, unknown. No identity value help or harm. How might I become somewhat known or known? The Chamber of Commerce president and the chairman of the Chamber, I emailed them and I send them an email that says, “Hey. I was involved in Austin, Texas back in sort of the beginnings of what’s now South by Southwest if you know that large global conference and I was also involved quite substantially in attempting to attract the Olympics to Chicago and Chicago tech industry. I’d like to help produce some kind of global identity for Ventura. Can we talk?”
30 seconds later, I get an email back. I am not kidding. 30 seconds later I get an email back inviting me to lunch the very next day. That lunch led to a meeting with a committee head who happened to be one of the people accountable for LinkedIn Learning. So LinkedIn Learning is a campus nearby us. They invited me to now spearhead this particular group and now I’m one of the co-hosts for the 2019 Economic Outlook Breakfast for Ventura for 300 people, all the local politicians and VIPs. And we are pointing to a big future for the city of Ventura that my committee is ecstatic about. I am now quite known in that group, but I’m about to be not just somewhat known but very known. Perhaps well known in the city of Ventura for a very specific kind of help.
By the way, I didn’t ask to lead any of these things. I didn’t ask to head up this committee. I simply demonstrated my help and as I demonstrated my help, I was invited to participate. Now knowing I was doing an experiment in career ecology in building my influence ecology, I was very picky about what I say yes to and I said yes to a few things and I’m about to be quite known in this area for something that matters to me very dearly.
John Patterson: My special thanks to our guest, Christopher Mercier. In our show notes, you’ll find links to connect with him and all the links to websites, books, or downloads mentioned in the podcast.
The Influence Ecology Podcast is produced by Influence Ecology, LLC in Ventura, California. This episode was recorded May 1, 2019, and was produced by Tyson Crandall and John Patterson. You can find a transcript for this and other episodes at InfluenceEcology.com. This episode is made possible through the assistance of the Influence Ecology Faculty, Staff, Mentors, and Students around the world. Co-founder Kirkland Tibbels and our colleagues comprise an international collective of professionals who are active in the development of the philosophy of Transactionalism and the discipline of transactional competence. Kirkland is considered a leading philosopher and authority in the field and he has authored more than 500 papers on the subject, study, and discipline.
The podcast theme is by Chris Standring and titled ‘Fast Train to Everywhere.’ You can subscribe to the Influence Ecology Podcast on Apple Podcasts, Stitcher, or wherever you get your podcasts. You can also find us on Twitter, Facebook, LinkedIn or via email at email@example.com.
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Influence Ecology is the leading business education specializing in Transactional Competence, having published and contributed to the only comprehensive text on the subject, Transactionalism: An Historic and Interpretive Study by Trevor J. Phillips. Co-Founder Kirkland Tibbels has authored more than 500 papers on the subject, study, and discipline of transactional competence and is a sought-after lecturer at universities, major corporations, and civic organizations around the world.
Influence Ecology’s curriculum includes conferences, webinars, online tools, podcasts, and mentorship utilized by men and women in over seventy countries around the world. Our membership includes an international assembly of accomplished professionals, faculty, and peers from a variety of countries, industries, and cultures.