The greatest danger in times of turbulence is not the turbulence – it is to act with yesterday’s logic - Peter Drucker

How can we restore the flow of trust and motivation in organisations in turbulent times?

Mams view 2016

The paradoxical theory of change holds that the more you try to make change happen the more likelihood there is of things staying the same. Planned (intentional) change disrupts the principles of ‘natural order’ in organisations and things can get stuck. There's a tendency to focus attention at the level of the individual or the team but sometimes 'difficult behaviours', conflict and repeating patterns are actually manifestations of something amiss in the system.

Adding to the complexity, there are few work places these days where collaboration isn’t on the horizon. Whether as a result of mergers, joint ventures or partnerships, teams and organisations have to work together for a variety of reasons. To reduce duplication, improve services, promote sustainability and, in some cases, to ensure survival.

Navigating transitions is a uniquely personal experience and we all respond differently. There are echoes in our own ways of reacting to turbulence and transition from early life experiences. Magnify this by the number of people caught up in the change and the complexity becomes all too evident.

Systemic approaches enable people to see beyond the presenting issues to reveal the hidden dynamics that are bedevilling a system. The people involved can be at the top of their game but if they’re entangled in powerful forces such as hidden loyalties it’s difficult for the system to move forward.

We invite you to explore further at our Systemic Leadership Workshop on 3-4 April 2019 in Edinburgh.

For further information follow this link

Systemic Coaching and Constellations 'Fundamentals...
Hidden dynamics - Touching the tripwire

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