The Philosophy

We believe that a leader, regardless of where you are at in the organization, has the possibility of creating a lasting, positive impact. It can be within your own small team, in your own department, organization or/and in the communities which you as leader and the organization you are part of, serves.

Through our work in Anne Rød et al as, we have found four corner stones that are necessary for constructive and lasting change to happen in- and around- organization. That is the interlinked and mutually dependent combination of individual leadership, communication and impact, working together and the opportunities and responsibility of corporates in the world today.

The approach
Our work is based on the theories, concepts and work of:
• Arnold Mindell`s Process Work
• Peter Senge`s System Theory
• Daniel Goleman`s work on Emotional Intelligence
• John Gottman`s work on relationships
• Organization & Relationship Systems Coaching Program (ORSC)
• Alternative Dispute Resolution, Quantum Physics and Taoism, Co-Active Coaching™
• Nevro Linguistic Programming (NLP)

The Tools and Surveys
• ORSC
• Hall & Tonna`s- Values Management Inventory
• Allan Katcher & Stuart Atkins - The Lifo Method
• Team Diagnostics International
• Immunity to Change
• Virtual Distance
• Inquiry Institute
• Intercultural approaches
• 360 degree surveys (CCL, PDI and Cute)

The Methdology

When working with an organisation we create a starting point, and a desired outcome.
Step 1: Information gathering:

Depending on the scope of the process the information gathering can vary from in- depth interviews, a team meeting through to various surveys.

Step 2: Designing the process and creating a plan:
We then design a process that will take the leader, team or organisation through the necessary step to achieve its goals. The elements that will support the process are identified such as the use of surveys, team meetings, one to one coaching, smaller group coaching, colleague coaching or even large group work. Agreement is also created around how to measure progress and results at the end. Specific outcomes are set for each activity. Once the process design and timeline is agreed upon the implementation can start.

Step 3: Implementation:

The agreed activities are then implemented in line with our philosophy and each activity is evaluated. Summaries are written to provide basis for further work. We know from experience that the process can change direction at any one time and we will design around this based on the outcome of the implemented activities and the desired outcomes of the overall process. To ensure the progress of the change work and to make the implementation more effective tasks will be assigned to team members in between sessions.

Step 4: Evaluation:

At the end of the agreed timeline the outcomes of the process is evaluated, and necessary adjustments made.