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We have 8 core assumptions that we primarily work with
So that we can work with you to a tailor a suitable program, you may need to understand the philosophy on which our programs are based. Fighting the urge to glaze over at the mention of the words ‘core' and ‘assumption', please take a moment to absorb our eight core assumptions.
- A systemic understanding and ability to build a network of relationships is vital. The world is a series of interlocking systems that are constantly being affected by each other. A person's capacity to see and work collaboratively with this system can be improved and honed.
- The ability to learn, create and innovate is essential in organisations in these times of instability and complexity. In fact learning has to be greater or equal to the amount of change just to stand still.
- The public sector environment is more complex than the private sector environment. The governance requirements, the public service asp[ect and having political leaders all contribute to this complexity.
- Shared meaning, values, wisdom and knowledge are the heart of an organisation. Motivation, partnership, shared ownership and commitment come from this. This can be tacit or explicit, it can be a unified identioty of it can be a fractured identity or even an invisible or unknown identity.
- Cooperation within and between groups is imperative. Workplace politics, particularly unresolved conflict, require attention. Relationship-building takes time and requires the ability to relate to other people's values and social systems. A person's individual capacity to build relationships thoughtfully can be improved.
- The way people frame and map the world directly shapes how they experience and act in the world. Changing the frame changes the experience, meaning, learning and range of problem-solving options. Changing this frame is a choice, and a hard choice for anyone. People do not change their frame becasue they are told it is required!
- Cultural change is personal change. Sweeping change takes years, and change is painful for everyone involved. Visible commitment from senior management is essential for change to occur, and the more senior the person the greater the personal change required from them.
- People must align their thinking concerning the organisation's direction, priorities, personal meaning, services and products. Organisational structure, culture, systems, resourcing and strategy must also be aligned to the vision and mission. Doing this takes time and more than talk.