“The real journey of discovery doesn’t consist of seeking new landscapes, but in having new eyes”

Marcel Proust

 

Some fundamentals of our approach

Diagram of the Sustaining Paradox

 

In our work we help people and organisations:

    to achieve specific goals,

or

    to develop, change, learn, improve,

or both.

 

Our work has two core themes:

1. Where the focus is with the individual:

  • We help people to identify, understand and develop their STRENGTHS.
  • Along with others, we believe that current practice (in management, medicine, psychology etc) is dominated by a belief that finding and fixing faults, failings, deficiencies, weaknesses is the best way to 'make ourselves strong'. We believe that this is misguided. Weaknesses have their own patterns and they are not the opposite of Strength patterns. Strengths have their own patterns. It may be necessary to do something about our weaknesses but not instead of focusing most effort on developing our Strengths.
  • The coaching is focused on helping to develop your strengths and to see ways in which they can be used to achieve your goals.
  • We help people to see that they have CHOICE in terms of their behaviours in response to difficulties - that they are not the inevitable consequences of “the kind of person I am”. We help people to acknowledge negative behaviour patterns and to learn to choose more positive behaviour patterns.
  • We encourage people to take responsibility - to find ways of making a difference.

2. Where the focus is on the organisation:

  • We help organisations to engage a strong sense of PURPOSE and direction. The energy stimulated by vision of a better future drives all creative and breakthrough work.
  • With the growing realisation that people are the basis for building and sustaining success comes the awareness that we need to evolve beyond a Command and Control approach to management. We need to grow towards a SYSTEMIC approach that recognises the SELF-ORGANISING nature of living organisations. Our work helps you to understand how even better performance results from rethinking how the organisation works. We help organisations to put the profound principles embedded in Deming's revolutionary work into practice. His work has been the basis for many businesses sustained global success - with Toyota being perhaps the best known example.
  • Recognising your STRENGTHS and building on them is as true for an organisation as it is for an individual. We help you to discover what is best in your organisation and to build on it. From this can come the energy and self-confidence to face new challenges and change ways of thinking and working.
  • Change is a consequence of the energy and will that emerges from a strong sense purpose and direction, from the self-confidence of being aware of your strengths, from sound ways of improving operational effectiveness, plus, the awareness of CHANGE AS A PROCESS. This process is built around using the intelligence that lives in your organisation - in mobilising and not controlling it. We offer you a systemic and systematic approach without the self-limiting assumptions that come with planned change and a command and control mindset.
  • We help people to see that they have CHOICE in how they respond to the challenges they experience as they are involved in performance improvement and change. People are more likely to feel empowered to take RESPONSIBILITY when they have insight into - the organisation's needs, the ingrained patterns of organisational behaviour, with skill in bringing out the best in other people and amplifying the possibilities for change.

How we work: Creative Action

Change happens when we take action. Learning happens when we reflect on what happened, noticing the intended and unintended consequences, and then change our knowledge, ways of thinking, behaviour. This is experiential learning and is the foundation of our work. Action Learning has proved a powerful way of building experiential learning into organisational change or improvement initiatives.

We call the way we work Creative Action; it is a dynamic process of

  • engaging a strong sense of purpose and direction
  • developing from the organisation's STRENGTHS
  • encouraging and enabling people to take responsibility for CHOOSING how the organisation will be
  • seeing the organisation as dynamic and systemic, that people are the basis of its competitive advantage, and the need to move beyond 'command and control'
  • engaging in 'conversations' about what and how to do - recognising that it is in these conversations that change happens

 

 

 
© Transition Partnerships 2005
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