Change needs shared commitment
julian burton
We believe that conversations are the fundamental unit of change in an organisation. Only through conversations can leaders & employees get a shared commitment to the change needed & how to deliver it.
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11-13 Weston Street
London, SE1 3ER
United Kingdom
020 7199 7099
Supporting organisations to bridge the gap between strategy and action at moments of change, making sense and shaping conversations with Big Pictures.
We believe that conversations are the fundamental unit of change in an organisation. Only through conversations can leaders & employees get a shared commitment to the change needed & how to deliver it.
Silos are present in just about every organisation, sometimes they are physical as well as psychological. If they already exist, we tend to exacerbate silos with phrases like “if only they would do what they are meant to…”
How do you go about removing some of what gets in the way?
There's nothing quite so demotivating as sending people the message that their ideas and insights are not welcome.
What stops your employees from speaking up?
How can you find out?
A situation that seems to be impossible to act upon because it contains two opposing commitments.
A common theme we have been noticing recently is a want or a need to shift to a different style of leadership. This new way is dialogical, open and all about collaboration. It is a huge shift and with it comes the challenge of what it really means to transition to this new way of being. The implication is that it means taking a risk, and going into the unknown.
In this shift how easy is it to throw off your protective armour and be ok with being truly vulnerable?
What would it take for you to be able to do it?
I am sitting in a meeting and there is silence from everyone but the leader of the session. They have asked a question and no-one is answering, why? When I think of my own experiences, when I don’t feel able to speak it is a very physical response to something that is unconsciously in the room. My voice literally cannot be pulled from me. It builds and swells deep in my stomach, but will go no further. A friend describes his as stopping in his throat. Yet neither of us can really articulate what exactly it is that stops us. There is something about that space that doesn’t make it safe to let my voice out. It is about the people in the room, the positioning of the meeting or session, the contradictions between meaning and what is spoken, the emotional state of the participants before they even enter the room.
In a moment of complete silence I wonder what other people’s reasons are for not speaking and what we could learn if we took a moment and were brave and inquisitive enough to explore them.