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December 2016

I want to introduce you to a concept called ‘Creative Tension’. Whenever we work towards a significant achievement, we are using creative tension. Creative tension is required for learning to walk, learning to swim, completing an education, raising a child or building a business. Whenever we see high levels of performance and achievement, creative tension will be in action. Many of us use creative tension unconsciously but, if we develop a conscious awareness of it, we can create what truly matters to us more consistently.

February 2016

For the most part, organisations do not need more ideas – they need better access to creative insight and the impulses that give rise to collective breakthrough. Systemic intelligence offers particular advantage to individuals and organisations striving for success in this 21st century of volatility, uncertainty, complexity and ambiguity. The field of System Dynamics, in which systemic constellations and other modalities have important contributions to make, provides several ways of accessing this intelligence.

February 2015

Previously published in Management Today Magazine

Organisations are living systems. They evolve over time in response to the forces at play that influence their development. Those forces may be internal or external. Sometimes it is a special capability someone brings, a change in the market, a demand from a significant client, a complication such as a resource no longer being available, an expansion, a contraction or solving a certain problem.

How people respond to events and circumstances shapes the organisation and its ability to serve the market. The leadership of the organisation determines this as they typically have the biggest influence on the organisational system.

Why consider systems dynamics?

Systems operate according to fundamental principles. If these principles are observed systems will be healthy and energy will flow through the system in constructive ways, which enhances the life of the system. It becomes strengthened to realise it’s purpose, a healthy vital system. If any of these principles are compromised so is the system. It will then respond in a way that reveals itself, by the presence of disturbances in the system. This is a result of responding to the negative effects. This produces symptoms. It may be stuck or blocked, turbulent, inefficient, high maintenance, lethargic or resistant, revealing an unhealthy weakened or burdened system.

For a system to change it needs to change from within and it must involve all aspect of the system as an integral whole. Organizations are designed to create order and maintain it. If you want it to change you have to attend to what is required for it to change.  Partial change will lead to reversals that simply serve to reinforce the idea that people and organizations do not change. People only change if it makes sense and the system and the collective work together to create the new order. It takes great courage and the willingness to embrace the inherent risks of disrupting things. Developing flexibility in systems is the new leadership challenge.

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