“An organisation is an idea, not an entity”

Dee Hock


“We do not receive wisdom, we must discover it for ourselves”

Marcel Proust


Philosophies which inform our work

Many leaders seek development or transformation of their business models, culture and structures as they battle to stay ahead of competition and increasing stakeholder demands.

We believe that it is helpful to outline the underlying philosophies which inform our work.

Transition Partnerships supports individuals and organisations by working with those who are responsible for making things happen, so that they are better able to make the difference they want. 

We are always seeking to integrate:

  • Personal Responsibility. People choose to take responsibility for their work, their learning and their own behaviours. The role of learning design and facilitation is to enable this to take place and allow time and space for this to occur at an appropriate pace and direction for each individual within a corporate or business context.
  • Leadership. Leaders provide the vision and direction of travel – and support the environment and resources which allow others to deliver their best work.
  • Engagement. Organisational change requires high levels of senior level commitment, involvement, energy and dialogue. This level of demonstrated commitment leads to a strong sense of purpose and direction, underwriting the engagement and discretionary effort of others. Without the active involvement of key leaders, change is at best limited and at worst it breeds cynicism.
  • Appreciation. Processes are best when they discover what is best in your organisation - and build on it.
  • Emergence and Action Learning. I mprovement emerges and evolves – if the climate is supportive - through action, reflection, conversation and learning, in all engaged parts of the organisation. The organisation moves beyond command and control.
  • Measurement. Measures for assessing performance and delivery against expectations are best set by those doing the work in discussion with those to whom they are accountable.
  • Transformation. For Transformational change, the process also needs to be transformational. We believe that, as people contribute to delivering step change in culture and in transactional performance, individuals themselves will be transformed.
  • Partnership. Organisations increasingly recognise that best results come from a m utual commitment to working dynamically together with all stakeholders, to deliver purpose-built processes and secure outcomes.


© Transition Partnerships 2005
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