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

That time is now.....

Carpe Diem
 Reviewing the year with two work friends this morning I reflected that January 1st heralds not only the start of a new year but a whole new decade.   As we hover at the intersection between the decades my thoughts stretch back over the past 10 years. I’m struck by how much has changed on many different levels during that time. Perhaps the most significant change for me personally has been launching a second career as a coach, facilitator and trainer helping people navigate complex organisational change. One of the highlights in shaping my offering has undoubtedly been training as a systemic coach and facilitator. For that my gratitude goes to John Whittington for his inspirational writing and training programmes in this remarkable approach. Like many in the autumn of their careers I often wish I had had access to this deeper knowledge about systems and the dynamics that resource and limit them in...
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Systemic Coaching and Constellations 'Fundamentals' Training

 Lightbulb door

“Systems thinking”. “Seeing the whole system”. “Acting with the whole system in mind”. 

These are common expectations of leaders in organisational settings, especially settings that cross organisational boundaries. But what does thinking and acting with the whole system in mind really mean? 

First, there’s a need to stand back. To put some distance between oneself and the organisational context. Not easy to do when feeling overwhelmed in a busy leadership role.Yet, the simple act of bringing this kind of objectivity into the oft beleaguered lives of leaders is one of the most fruitful interventions I can make as an Executive Coach. Like switching from dipped headlights to full beam, a systemic constellation enables the client to see the landscape in a different light.

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Hidden dynamics - Touching the tripwire

Tripwire

 

How do you avoid touching the tripwire that creates relational conflicts especially in sensitive change situations? 

 

Some conflicts in teams are difficult to avoid but by becoming attuned to the ordering principles that govern human systems you can recognise when there is the potential for difficult team dynamics. These principles are Time, Place (belonging) and the balance of Exchange. You’ll find more about the hidden forces governing systems from John Whittington’s illuminating BOOK.

 

Viewing the issues within the context of wider system dynamics enables you to act with intention to settle things at an earlier stage than might otherwise have been possible. A liberating alternative to being stuck in a relational quagmire.  

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