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

The TurningTides Blog

Ideas and inspiration from Turning Tides

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.

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A NEW TAKE ON COLLABORATION

Collaboration AK
Adam Kahane’s new book - ‘ Collaborating with the Enemy’ - is a must for anyone having to collaborate with diverse others whatever the context. Indeed, it should be recommended reading on leadership programmes where there is a need to work across organisational and/or cultural boundaries. With the economic situation as it is, collaboration is fundamental to the sustainability of services.   To begin with oneself...' is a maxim that can trip glibly off the tongue, but Adam takes us below the surface. With honesty, humility and pragmatism he shows why we must change ourselves before we can reach out and fully connect with others who don't share our view.   "Collaborating with others, especially others who we do not agree with or like or trust us, requires us to join with them as equals".   ‘Enemyfying’ Many of the case studies in the book relate to ‘high stakes’ fraught and...
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Collaboration: the hidden dynamics of belonging

collaboration 0317

There are few work places these days where collaboration isn’t on everyone’s lips. Or at least on the horizon. Individuals and teams are brought together for a variety of reasons. To reduce duplication, improve services, promote sustainability and in some cases, to ensure survival.  But leading merged or integrated teams is probably what gives leaders the most headaches.

Bringing people from different backgrounds and philosophies together in a shared endeavour is often laden with factionalism. 

In previous leadership roles I was often left perplexed when teams would move in an agreed direction of change only to spring back to where they had been a few weeks earlier. Like releasing the stretch on an elastic band. Ping!

Something had the system in its grip, but what?

As a coach and facilitator I work with leaders who are navigating complex change. Health and social care is one such example where they are working together to create a new landscape of integrated services. It's a complex business.

There's a tendency to focus attention at the level of the individual or the team when things get stuck. But sometimes 'difficult behaviours', conflict and repeating patterns are actually manifestations of something amiss in the system. 

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