For me Organisational Development is about understanding and, when needed, transforming key reference points (beliefs, expectations, assumptions, etc) of individuals, teams and organisations. It is also about pragmatically working with these influences while addressing the purpose, key relationships, processes (resilience)
In some ways it was quite a revelation to watch David Marquet’s TED Talk . For most of my career I felt that it was important to encourage my staff to take more responsibility with the associated authority. So, in
I wrote the following (with the help of Kerron Cross) for the Oasis website– Workplace of Tomorrow on 14 Dec 2015.
‘In every human organisation there is a tension between its designed structures, which embody relationships of power, and its emergent structures, which represent the organisation’s aliveness and creativity. Skillful managers understand the interdependence of design and emergence.’ F.Capra & PL
I re-watched Uri Alon’s TED Talk on ‘Why truly innovative science demands a leap into the unknown’ and it reminded me of two potential issues when looking for help with organisational problems:
While a focus on coming together and finding common ground is essential to the success of a team, it is only half the picture. If a team becomes completely homogeneous, where everyone thinks and acts the same, there can be
As usual nothing is as straight forward as it might seem. I was reviewing the three areas that I believe most impact trust (consistency, transparency and mutual support) and realised that they were not the whole story. Each term needed
So, how does someone trust your organisation when everything is constantly changing? Has anyone ever articulated what it is about your organisation that they trust? And what happens when those criteria (conscious or unconscious) change over time?
Working in constant change requires ongoing learning – that’s obvious enough. However, does the learning in your organisation truly reflect the current information available and are you responding appropriately? There are many approaches for understanding the way we learn. With
The headline in the Sunday Times Business Section (15Feb, p12) is ‘Bring back the master planners’. However, I don’t think it is referring to business planning as we used to know it. In my corporate days the planning was a