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

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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The Generative Power of a Question

The Right Question
  The transition to the New Year always creates a desire to take stock….where am I now in relation to what I wanted to achieve last year? This year is no different. Although, in one way, it’s completely different. It’s the first New Year without my dad. He died on 2 nd February last year so we’re approaching the first anniversary of his death.   It starts with family   Dad enjoyed marking the transition to the New Year especially when surrounded by his family. He invariably made a speech at midnight and encouraged others to do the same. It created a strong sense of being fully seen and heard. As if your personhood was being authenticated. In my younger years the evening meal (tea-time in our house) was a time when the family gathered around the table and shared a story from their day. After me and my siblings left home, and returned...
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Context and service improvement: Why a systemic lens helps

Context and service improvement: Why a systemic lens helps

Most of what's written on the subject of service improvement tells us that what works in one setting is unlikely to work in another. At least not without some modification. Consideration of context is as important as programme design when facilitating change. 

Emotional intelligence enables the leader to humanise the connection between the goal for improvement and those implementing the changes. But sometimes the voice of the system can thwart even the most engaging of leaders. Ever experienced that? No matter what you do, the team just can't move forward?

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