Our Methodology
It is not possible to adequately summarize our work in the confines of
a web page. The listing below is the briefest of overviews, the tip of
the proverbial iceberg. We would welcome the opportunity to communicate
our methodology more fully in a more appropriate setting.
A small fluctuation may start an entirely new evolution
that will drastically change the whole behavior of the macroscopic system.
Prigogine and Stengers
The Theory
- We submit that an organization is a network of conversations.
- This network of conversations defines its culture, leadership and
strategic vision.
- Ultimately, these conversations determine the organization’s
performance, productivity and profitability.
- An organization’s culture is NOT a fixed reality and need NOT
be difficult to change.
- Our clients acquire new abilities to reinvent their networks of conversations,
making the previously impossible to be possible and achievable.
The Process
- We deliver transformational consulting which is a process that starts
with the current forms of conversations, then bring these through a formlessness
and then the genesis of new forms of conversations.
- Our clients examine their conversations through questionnaires, interviews,
seminars and coaching.
- This process is both exhaustive and exhilarating.
- We deal with the obvious foreground conversations as well as the unspoken
background conversations.
- Together, we examine the “drift” of the organization,
enabling all to see their almost-certain-future.
- Our clients then learn new distinctions in powerful speaking and listening.
- They develop a heightened understanding of how persistent complaints
impede their future.
- They go through a proven process to “complete” the past
and tie up loose ends.
- Our consulting leaves the people and system in a process that is self
generative, dynamic, adaptive and creative.
The Results
- An opening for creation and invention is generated.
- An extraordinary future of their own design, unfettered by their
past, becomes available.
- Massive energies previously expended in dysfunctional activities
are now refocused and targeted on a new, and previously impossible,
future.
At first view, this may sound simple. In actuality, the process varies
dramatically by client and specific goal. We have many different programs
and, further, each of them is meticulously tailored to the specific needs
of each and every client.
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Talk about mistakes:
Edison failed over 3,000 times to develop a working prototype of
a lightbulb before he succeeded. His reaction after 1,000 errors?
Well, we’re making progress – we know a thousand
ways it can’t be done. We’re that much closer to getting
there.
Thomas Edison
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