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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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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Boundaries create the freedom to innovate

Yin and Yang

Making change happen is difficult. But sometimes we make it harder than it needs to be. In complex organisations where services are interconnected and interdependent, one of the most helpful interventions we can make is to clearly define the parameters for change.

 Boundaries help people make sense of what aspect of their world is changing and what, for now, is staying the same. It's an element of the change process that tends to get cursory attention. My guess is that it gets caught up in the 'we don't want to be too prescriptive' box.

The result? We heighten the anxiety for those caught up in the change. 

A clearly bounded change initiative helps create the security for people to let go of personal concerns and put their energies into moving forward. Maslow's Hierarchy of needs has been an enduring guide for me in this respect. It's hard for people to rise to the challenge if they're experiencing crippling anxiety about what the change means for them.

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