If you’re new here, start with the cornerstone pieces and work outwards.
The toxic effects of high-pressure cultures (Part One)
Surviving in competitive markets is a question of building high-pressure cultures focussed on bottom line results. Encouraging people to be cut throat and take-no-prisoners to ensure financial success. Right? As you might expect from the way I phrased it, this is...
Building trust in organisations
Engagement strategies remain important for improving profitability; but engagement without building trust is an empty shell. High profile public scandals over the last few years – phone hacking by journalists, reckless actions by banks and misbehaviour by individual...
Why choose Gestalt organisational development?
When leaders want to make their organisations more efficient in realising strategic goals, many of them resort to behaviourist, carrot-and-stick approaches. However, there’s a big problem: despite all the scientific-sounding talk of “measurable” KPIs and clearly...
A short introduction to systemic coaching (Part Two)
As we saw last time, if individual coaching rests on enhancing individual strengths, systemic coaching rests on the professional interfacing of those individual strengths. To return to the sporting analogy, a rugby team will achieve greater success by learning how to...
A short introduction to systemic coaching (Part one)
I’d like to spend a little time discussing a relatively new development in coaching: systemic coaching. However, before doing so, let’s take a little detour into the world of sport. Most people in the business world are at least intuitively aware that coaching had its...
Introducing Dialogic Organisation Development (Part Two)
Dialogic Organisation Development views organisations as meaning-making systems, continually recreated and sustained by multiple conversations occurring between the actors and agents who populate them. “Reality” in this new paradigm is neither an objective fact nor a...
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