It’s no exaggeration to claim that behaviourist-informed approaches to culture change still dominate the field. The problem is that they don’t work: phrases such as “managing people”, “shaping behaviours” and “driving change” share assumptions that people are passive...
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...
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...
Culture Change = values + talent + behaviours + purpose The above equation looks right as we see it, as well as appearing deceptively simple. There is a lot hidden beneath each of those words and, as is often said, the devil is in the detail. To make sense of this,...