5 Reasons Why to Attend the 5 Deep Teal for Scotlanf Workshop on Self-Organising Teams

Reason 1 – Learn to identify the cultural gap.

Prior to the workshop, participants take our online survey, known as 5 Deep Vital Signs. In the workshop, participants identify the cultural gap between the current model of working and their desired model of working. They discover the importance of “minding the gap” when leading change.

Reason 2 – Discover what is required for successful change.

Change usually focuses above the water line, on the values and behaviours, the systems and structures, and has at least a 70% failure rate. For successful transformation to the new model we need to look deeper and understand how mindsets and the way of thinking drives behaviour.

Implementing the new model requires much more than adopting new practices. Real change happens when individuals and the collective are aligned around what is important. By creating healthy life conditions for change, employees can be inspired to change.

Reason 3 – We make the application of change theory easy.

In this one-day, highly participatory workshop, we take the group through a series of exercises 700x 400that enable them to identify the predominant way of thinking and culture that lurk below the water line, as well as the thinking needed to implement new ways of working. We make it easy to relate the theory of change to their project, and to make a plan of action.

Reason 4 – Our participants valued it!

I found the session inspiring, energising and extremely engaging. Fiona and Sheila created a safe and innovative space and took us through an amazing and creative journey of discovery: a deep dive into values, behaviours, mindset, organisations, collaboration, structures and worldviews.

The session was packed with examples, exercises, group conversation, insights and inspiring stories. Driven by curiosity at first, I left the session full of hope and optimism for the future of the world and my organisation. Thank you so much to Fiona and Sheila for a really valuable session, one of the best I ever attended!

— Giulia Lucchini, City of Edinburgh Council

Friday’s course led by Fiona Savage and Sheila Cooke was exceptional and gave real substance around the “how” for organisations to work towards achieving flatter structures, increase effectiveness and improve productivity all through self-organising teams. Each of the participants shared their enthusiasm for getting back into their workplaces to start work on making this a reality.

As well as the great tools that were made available to us, it was also inspiring to hear from Sheila about the work of other experts in this field. It has to be said that Christopher and Sheila Cooke are themselves experts developing a very workable system linked to the work of Frederic Laloux, Ken Wilber, Don Beck and Professor Clare Graves. This has to be the way forwards for so many organisations who are currently struggling with change and complexity.

— Ian Robertson, City of Edinburgh Council

What was really encouraging to see, was that despite coming from different organisations, all the participants believe there is a better, more ethical way of running organisations. A way that nurtures and gets the most from the individuals within the organisation while at the same time being aware and taking responsibility for the impact the organisation has on the external environment. The nature of how we work is changing and this workshop gives great insight into how we can embrace this change.

— Valerie Jackman, Edinburgh College

Reason 5 – Efficient and effective change that is aligned with where organisation are next naturally going to evolve to.

When organisations engage us in the change process, our first step is to conduct an organisational scan. Through this approach, we are able to support the organisation to adopt the self- organising model in a way that is compatible with where the organisation is next naturally going. For example, we are able to identify potential early adopters, where the way of thinking is already in alignment with the new way of working. Such departments are safe environments in which to pilot change. We are also able to identify where barriers are likely to arise and can advise on the best way to handle them. Such information enables the organisation to develop a road map for efficiently and effectively transitioning from the current model to the desired model of working. We are also able to weave-in the key practices at an optimal time in the road map, to increase the likelihood of adoption.

We will be running another course in Edinburgh in September please contact me if your interested in attending

Free-Up Time, Improve Organisational Outcomes, and Reduce Costs with Self-Organising Teams

Flat organisations with limited central control that ‘self-organise’ are considerably more effective. This fresh approach creates considerable opportunities in health and social care

  • Flexibility and responsiveness around the patient/client.
  • Greater scope for staff to use their professional skills.
  • Happier, more fulfilled staff.
  • Cost-effective through not having to carry big overheads.What does it mean for a organisation to move decisively in this direction?

This one-day course offers health and social care organisations the opportunity to explore in balanced, reflective way what self-organising offers to tackle the challenges of the health and care agenda.

Using some of the principles of self-organising, the course sets out what self-organising means in practice and explores the key questions everyone has to consider in deciding to take up the approach:

  • What examples are there of successful self-managing organisations and what are the magic ingredients they share?
  • What are the building blocks of a flexible organisational structure that supports self-organising?
  • How can clarity around roles and accountabilities be created?
  • What happens to accountability, governance, performance management and safety for organisations operating under the principles of self-organisation?
  • How can ending up with a chaotic free-for-all be avoided?
  • How can responsible, binding decisions be taken under self-organising?
  • How can the format of meetings be designed to move towards early action that has real buy-in?

To meet your host click here

Prior to the workshop, each participant will be asked to complete a cultural survey which will help us in the design of the workshop, and some of the data will be used in the workshop

Venue: Sighthill Campus, Edinburgh College. Click here for map

Date: June 3th 2016  Time 9.30 am to 4. 30pm.

Cost £120 inclusive of VAT

Conscious business are high performers

The Conscious Business movement (also known as conscious capitalism) is growing rapidly, reaching beyond social responsibility to focus on increased awareness of a whole system view of the organisaion.

One of the most talked-about Conscious Businesses is Whole Foods, a top U.S. supermarket group founded in Texas in 1978 as a single store, now a Fortune 300 company enjoying revenues of $12.9 billion.  For 15 consecutive years. Continue reading

No one goes to work to feel disengaged so why is this happening?

Why, when work should be an environment that brings us together to be productive, is there such a disconnection? There are at least two reasons why this disconnect is occurring. Firstly, the structure and the systems we operate in are no longer appropriate. The second one has to do with the mind-set that prevails across all levels of organisations. There is a need to transform the way we work. The workforce is changing. The way we work is changing. The way we do business is changing. To be successful in five years’ time organisations must begin to learn how to do things differently now. The employment environment is undergoing a dramatic upheaval  with far-reaching consequences that impact at an organisational, economic and personal level. Continue reading

Our daily working lives are deeply rooted in the past.

We are working in exciting times in which change is the norm. At the same time, the assumptions and practices that shape our daily working lives are deeply rooted in the past. Our current ways of working have been around and have served us well in the past, however over the last decade these ways have been shown not to perform well in the an increasingly complex world. We often say we are putting more focus on people but does the research bear this out?

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How I can help you

Transforming the effectiveness of organisations through practical routes to participation

I can help you to design internal meetings, workshops, conferences and meetings with the public by using proven methods that generate positive creative discussions on issues that really matter both to clients and to the organisation. Continue reading

U.Lab – A new approach to change

Central Edinburgh U lab Hub, Networking, reflect on learning in groups, participate in small coaching circles and having fun!

I Join the global movement in January 2015  and und unter took the  MIT MOOC,  know as Theory U – Transforming Business, Society, and Self and hosted a small hub where we could learn together and deepen our awareness of our learning during the  MOOC.

One of the key insights of Theory U is that:  the quality of the results in any kind of  intervention is a function of the awareness that people in the system are operating from. Even though our world is interconnected in ways unimaginable even a decade ago, in many cases our awareness–whether as individuals, organizations or nations–is still limited and local.

I have now secured premises in Edinburgh City Chambers  during the forthcoming MOOC that begins in September. Holding weekly meetings on Mondays will allow participants time to view the webinars and complete the other activities from the previous Thursday over the weekend

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Helping young people engage better

Young Carers Say “Talk to me, not at me.”

Everyone has life goals, but perhaps they are most pertinent as we move into adulthood, people want their independence, their own house, they want to go to college or university, to find a job, have a little money in their pocket and enjoy life. But for some Young Adult Carers these goals can seem unattainable. Continue reading

Co-creating Participatory Workplaces

How much more successful would your organisation be if everyone was;

  • More passionate about their collective purpose
  • Using their skills and expertise to their full potential
  • More  trusting of their colleagues
  • Able to step out from behind their professional mask and be their true self

Continue reading

Why do conversations matter?

The word ‘conversation’ derives from the Latin con versare – to turn or to dance together. Are you kept on your toes when you feel deeply that the core of your activity is participating in ‘the dance’?

Conversation is the single greatest learning tool in your organization—more important than computers or sophisticated research. As a society, we know the art of small talk, we can talk about the weather or our holidays. But when we face complex or contentions issues, when there are feelings and different opinions, our defence mechanisms surface and this can impede communications.   Besieged by data, seduced by knowledge from books and the internet, many people seem to have forgotten the value of the wisdom gained by ordinary conversations. Continue reading

Participatory Leadership and the Nature of our Conversations

We are in a world that is connected, but not communicating
Tariq Ramadan

The world is changing faster than ever before, and organisations today are facing complex challenges never experienced before.  Yet we are not creating conversations that matter and are not harnessing the collective wisdom of our sociality. Continue reading

Meaningful conversations for wiser action

At the heart of what we do is facilitation of Participatory Leadership within organisations to drive enhanced performance. Within your organisation your people have the solutions to the problems you’re facing. We harness the collective knowledge and wisdom of everyone in an organisation to generate innovative solutions to move the organisation forward. Continue reading

Participatory Leadership and Decision Making

Participatory Leadership and Decision Making: Not All About Consensus

By Kathy Jourdain

Collaborative or participatory leadership surfaces interdependence, within a team and among teams. It invites people to bring their strengths, talents, passion and voice and to step in where they have something to offer and step back when they don’t. Continue reading

Ideas to Action

How can we use our collective imagination to move from ideas to action?

An invitation was sent to a diverse group of individuals to a participatory taster event in Edinburgh using two methodologies from several that can be used to solve complexity. When these events are held for a whole day or over several days, or become the operating system of an organisation, the outcomes become deeper and more meaningful. These methodologies are used in policy development in the EU Commission and Austrian local government, Ontario’s rural and agricultural organisations, Minnesota university student mental health and international pharmaceutical companies. They have also been used in redesigning the free health care system in Columbus Ohio Continue reading