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Working with Larger Systems

Working with Larger Systems. Dr Sally Denham-Vaughan Dr Leila Davis Dr Lynda Osborne www.relationalchange.org. A Relational Framework Anchors our Work. 2. Theoretical Concepts that Inform our Work in Organisations. Phenomenology Resilience Positive Psychology Embodiment. Presence.

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Working with Larger Systems

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  1. Working with Larger Systems Dr Sally Denham-Vaughan Dr Leila Davis Dr Lynda Osborne www.relationalchange.org

  2. A Relational Framework Anchors our Work 2

  3. Theoretical Concepts that Inform our Work in Organisations Phenomenology Resilience Positive Psychology Embodiment Presence Field Relational Systems Theory Complexity Storytelling Dialogic Relating Deep Democracy 3

  4. An Organisational Self One Map. Id : Less visible internal dynamics of an organisation. Usually less in awareness and not articulated. The ‘sensing’ function Ego: Most visible part - what the organisation says it does – or does. What is supported? Personality: Sedimented ways of being which are linked to the prevailing narrative and culture- these sustain the organisation.

  5. The Relational Movement Intrinsic/decentralised Vs Extrinsic organising strategy : TRC/RM/RC Community Action Networks- CANs Communities of Practice- COPs (Shared Situated Relational Leadership - Jean Lave and Etienne Wenger). Relational Public Narrative: SOS

  6. Exploring our wider Community The centre of room represents the heart and soul of the Gestalt Community Position yourself at a point in the room where you feel in relation to that If the space is empty….experiment with framing it as a ‘Liminal Space’ that has no pressure to fill.

  7. Exploring our wider Community Speak from your position so we hear voices from the margins and from the centre…represent all voices These voices are the ‘form’ of this Situation/Gestalt Community right now

  8. Exploring our wider Community Form groups of ‘X’ from people nearest to you with a facilitator Question 1 :What was most vivid for you? (Brief answers…not discussion)

  9. Exploring our wider Community Question 2: “What is my personal contribution/(leadership) that I bring to this community? “What would catalyse me to take up greater leadership in this Community?”. “What could this small group bring to nourish the Gestalt Community: these are the leadership gifts we have to share”

  10. Exploring our wider Community Create a group statement: Brief Small groups share: Facilitator reads out to the larger community.

  11. Exploring our wider Community Experiment with making the moves you just talked about in your small group within the large group-where do you stand now? How does the community change as leadership, (decisions, risks, responsibilities), is shared? (Shared NOT ‘equalised/rotated’…we all have unique strengths and contributions). What different movements/actions do you as a shared leadership community now feel called to make: what might you do if this new form were in existence ?

  12. Exploring our wider Community “Thought for the Day”: in pairs What actions am I willing to commit to in order to sustain the gestalt community and protect the community’s future? Hear from some couples.

  13. References Chidiac, M.A. and Denham-Vaughan, S. “The Process of Presence”. British Gestalt Journal, (2007), 16, (1), 9-19. Denham-Vaughan, S. “Will and Grace: The Integrative Dialectic in Gestalt Psychotherapy Theory and Practice”. British Gestalt Journal, (2005a), 14, (1), 5-14. Denham-Vaughan, S. “The Liminal Space and Twelve Action Practices for Gracious Living”, British Gestalt Journal, (2010d), 19, (2), 34-45 Denham-Vaughan, S. & Chidiac, M-A. (2010) ‘Dialogue Goes to Work: Relational Organisational Gestalt’, in Hycner, R. and Jacobs, L. (Eds). Relational Approaches in Gestalt Therapy, Gestalt Press, Cambridge, MA. Denham-Vaughan, S. and Chidiac, M-A. “SOS: A relational orientation towards social inclusion”. (2013), Mental Health and Social Inclusion, 17, (2), 100-107 Clark, M. Denham-Vaughan, S and Chidiac, M-A. “A relational perspective on public sector leadership and management”. (2014), International Journal of Public Sector Leadership, 10, (1), 4-16

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