How i see things Part 1

Organisations and groups are ever more conscious of inherent conflicts that exist in our working environments, and often struggle to find policies, practices, or modalities to navigate them.

What would you think if I told you that, counterintuitively, the best place to start is to lean into the inevitable tension?

My focus is supporting people in this delicate endeavour.

Through experience supporting individuals and teams through organisational challenges, I have personally seen that staying with the tension and using it for learning and growth leads to enhanced group cohesion, solutions that stick, and ultimately, higher rates of impact and success.

And in my opinion, the skill to navigate tension and conflict, on individual and group levels, is crucial to the future humanity is building, within and outside the workplace.

In your work with teams and organisations, have you ever asked yourself: “Will we be able to fulfil our projects and realise the impact we know is possible, or will we spend all our energy dealing with interpersonal drama and resolving ineffective decision making?”

Taking a global view, have you ever wondered to yourself: “Will we be able to solve global problems peacefully, or will we fight countless wars and destroy our resources?”

Ultimately, organisations or movements are only as good as their internal systems.

And in this rapidly changing and polarising world, the stakes are high for those to be effective.

Navigating differences and tensions is complex and sensitive work that does matter if you are serious about the quality of your impact and relationships.

The good news is that it is possible to do this work well.

Read how in Part II.