Self Role and System
WHY DO INTELLIGENT PEOPLE CONTINUE DYSFUCTIONAL OUTCOMES?
≡ Teams become polarized
≡ Leaders become antagonist
≡ Collaboration becomes difficult
≡ Conflict becomes personal
≡ Authority becomes misunderstood
Yet the challenge is often not the individual.
The challenge is the system.
When we don’t see systems, we fall out of the possibility of partnership with one another, we don’t understand one another, we make up stories about one another we have our myths and prejudices about one another; we hurt and destroy one another; we become antagonists when we could be collaborators we separate when we could remain together happily: we become strangers when we could be friends; we oppress one another when we could live in peace: and our systems – organizations, families, task forces, faith groups – squander much of their potential. All of this happens without awareness o choice-dances of blind reflex.
– Barry Oshry
WHAT WE SEE ACROSS ORGANIZATIONS
In today’s world, where markets and organizations are evolving more rapidly than ever before, alertness, awareness, and agile responsiveness are paramount to success. While most business leaders know the importance of organizational culture, many still struggle to grasp how to use culture as a key driver of performance.
Our approach to culture change is designed to help organizations yield sustainable performance results. We offer customized organizational development experiences at the individual, team, and organizational level that connect culture, strategy, and leadership to yield significant and sustainable results.
Our experienced organizational culture and leadership consultants know that no two organizations are alike, and we spend the necessary time it takes to understand the unique drivers of our clients’ challenges and design a customized approach to helping them reach and sustain high-performance cultures.
We use an evidence-based approach to quantify aspects of organizational culture that are proven to be linked to performance outcomes. We leverage internal dialogue, collaboration, and empirically validated culture assessments to quantify what have, until now, been the nebulous aspects of organizational performance.
SELF
The Self in the System
– How do I show up in a space where I have no role assigned to me?
– What is my tendency in ambiguity- do I step forward, withdraw, observe, control, rescue?
– What is most natural to me – leading. following, challenging, harmonising?
= How do 1 deal with authority. power and uncertainty?
– No subject matter expertise required this is about awareness, not SENORITY.
Self Awareness is the first intervention
ROLE
The Invisible Contract
– Impact of roles on system performance and culture
– Formal vs Informal roles: navigating the written and unwritten rules
– Role clarity vs role confusion: where boundaries blur
– Role Biography: how past roles shape present behaviour
– How inherited patterns travel across systems, often unoticed
Organizations do not behave. Roles do
SYSTEM
Seeing Patterns, Not Personalities
-Repeating patterns vs individual blame
– Authority, boundaries and task
– Systemic anxiety and polarisation
– When leaders become antagonists instead of collaborator
– Moving from reflex to choice
When we see the system, partnership becomes possible.
FROM BLIND SYSTEMIC INTERVENTION
WHAT BECOMES POSSIBLE
