Responsiveness and Dialogue
Organisations are living systems that develop their own patterns of thinking and acting while interacting with their surroundings.
They feed themselves on their stories about success and failure, about their lifestyle, and about their
own significance in the current environment. Working with an organization or parts of it requires responsiveness towards the universe of meaning
that it forms and exists in.
I help the
organization to become more conscious of its assets and resources and
its modes of thought and action. By avoiding being trapped in myths or
wishful thinking managers and teams can shape a desired future where existing
capabilities are optimized and new resources are developed.
The more important the issue, the more effort people put into it. Adults
engage in learning and unlearning when they encounter real challenges.
Inspiration can occur in the classroom, but change happens in real life.
Action Learning principles I stimulate people to work with problems that
must be solved, and future that must be created. The participants are
engaged in action and learning simultaneously. New ideas and possibilities
are developed in the same place where they shall be implemented.
Most people are short of time for reflection. But to keep the overview
and long term perspective you need to sometimes look at things from a
distance. To maintain energy the questions about purpose and meaning for
people and organisations must be put from time to time. These issues are
crucial to motivation and commitment. I support individuals, teams and
organisations in formulating and discussing in a free and explorative
way the issues that are important to them.
Upon a Time
Storytelling and listening to stories is a rich way to learn about people's
experiences and views. We all have different mental world maps, and we
need to match them in order to create a common language as a platform
for joint action. To be able to act together, we must become parts of
each other's stories. My role is to act as a catalyst for the storytelling,
creating a framework that secure that all voices are heard and that the
essential meanings crystallize.
What you look for, you get. If you look for problems, you get problems.
If you look for successful approaches, a world of opportunities open to
you. I help people and organisations build a future on what went well
in the past.
I assume people know their own situation far better than I do, and that
they have the will and capabilities to change and create whatever they
decide. The role I play is not the expert bringing solutions to the table,
but the catalyst who ask the - often banal - questions that have been
tabooed or overlooked. I question the things that are just taken for granted.
I prompt new perspectives through mirroring and questioning what is being
said and done. The decisions and actions rest with the people in charge.