From the Work Wages and Wellbeing initiative from the Scottish Government.
“The questionnaire asked if people’s health had been affected by their job. Around 62% of people who responded answered ‘yes’. Of this 62%, 88% mentioned stress, anxiety or depression. “ Continue reading
The legacy hierarchical approach to management is being replaced by self-organized, self-managed teams which are able to adapt flexibly to changing circumstances to achieve the organization’s purpose, congruent with its values. Continue reading
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
B Corp, is to business what Fair Trade certification is to coffee. In November Fast Company named the B Corp movement one of 20 moments that moved the world forward in the last 20 Years. Continue reading
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
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?
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
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
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
Several years ago I read Ricardo Semler’s book ‘The Maverick’ telling the story of SEMCO, an incredibly successful Brazilian company that has been self-organising since the 1980s.
At SEMCO they have proven it’s possible to get rid of basically all kinds of bureaucracy if you just start treating your employees as adults. Continue reading
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
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
In today’s environment we see more complexity than ever before and it is widely acknowledged as one of the biggest barriers to organisational performance in both the public and private sectors. So why has complexity never been addressed holistically? Continue reading
We are in a world that is connected, but not communicating
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
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
In order to thrive, a business must be aligned around a meaningful purpose and shared values. With our help, you’ll rediscover the real purpose that sits at the core of your organisation, bringing total clarity to guide every aspect of your organisation. Continue reading
Participatory Leadership and Decision Making: Not All About Consensus
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
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
The Presencing approach of Otto Scharmer of MIT is a model that is used in across all types organisation for social change by creating the capacity for community wisdom. I frequently underpin the design collaborative change processes and workshops using the model. It has inspired me to invite my clients to look behind the scenes and explore the necessary depth needed to achieve the goals. Continue reading
I was one of six authors of Systems Thinking, published by the Management Innovation Exchange. You can find the full publication here
Deming and others showed that when you look at the performance of an organisation, about 85% to 95% is due to the system. That leaves roughly only about 10% that is due wholly or in the total control of the person doing the work. How often have you heard people say in their 1:1 appraisal ‘that goal was out of my total control to deliver’. Continue reading