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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Bringing Perspective

U Lab Reflections

 

The week between Christmas and the New Year often takes on an ‘other-worldly’ quality. Retreat and introspection are bundled soporifically between festive book ends. The world slows down creating space for reflection. 

This kind of benign introspection doesn't take much effort. It would be easy to discount festive downtime as 'cerebral idling'. But it serves an important role in creating distance and bringing perspective to our otherwise hectic lives.  

For those committed to life-long learning, reflection plays an important role. Margaret Wheatley sums it up in her customary no-nonsense manner:

 

“Without reflection, we go blindly on our way, creating more unintended consequences and failing to achieve anything useful”. 

 

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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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