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Organisational development: working with complexity and the unexpected
Organisational Development (OD) aims at healthy organisational change through harnessing a common value base and collaborative inquiry. In reality, however, organisational life, and change, turns out to be a lot messier and a lot more unpredictable. A traditional...
Why managers need systems thinking instead of boot camp drills
In 1909, Frederick Winslow Taylor wrote a book entitled The Principles of Scientific Management. The management approach now known as “Command and Control” was born. This has dominated vast numbers of businesses for decades. Taylor’s approach was the first to bring...
Want your team to be more productive? Concentrate on happiness
If you want your team to be more productive, focus on fostering as much happiness amongst them as possible. A new study in the Journal of Applied Behavioural Science found that organisations that promote positive and virtuous practices in the workplace outperform...
Want real organisational change? Don’t be a change agent, be an Appreciative Inquirer
We’re so accustomed to thinking in terms of the problem-solving mentality that we can be blind to what’s working well in our lives and our organisations. That statement lies at the core of a new, Gestalt-inspired approach to organisational development, dubbed by its...
From problem solving to appreciative inquiry: the positive path to organisational development
Having acted as a consultant to many different businesses I appreciate that organisations are living entities; and like all living entities, they usually tend to notice what’s become a problem rather than what doesn’t need fixing. From the perspective of Gestalt...
Why resistance to change is not the enemy of employee engagement
Organisational change is unavoidable, but what enables people to support change, and what leads them to resist it? How do leaders and managers keep employees engaged during a change process? A principle from Gestalt psychology is crucial: don’t pathologize employee...
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