If you’re new here, start with the cornerstone pieces and work outwards.
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...
Introducing Dialogic Organisational Development (Part One)
Is an organisation a kind of ‘organism’ surviving in a changing environment? That metaphor has gained a great deal of currency over the years. However, organisational development innovator Dr Gervase Bush thinks it’s outlived its usefulness. It invites a “diagnostic”...
Systems thinking: seeing the bigger picture
A member of a high-performing team is promoted to a new post elsewhere in the organisation in the hope that she’ll help lift the performance of a flagging team. She’ll bring some of the magic she learned in her previous role with her, won’t she? Wrong. The team she...
Culture change: talking the walk
Conventional wisdom holds that leaders who “walk the talk” – who demonstrate consistency and congruence in what they say, do and believe – set the best examples for others. There’s a lot of truth in this, but I’d like to make a plea for the opposite: talking the walk....
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