Informal Coalitions (2/2)

Decisions and actions in organisations result from much messier processes than allowed for in the well-ordered, design-and-build approaches and project plans that dominate consultants' offerings and management bookshelves. In practice, outcomes rarely arise from formal, dispassionate analysis of 'the facts' and step-by-step decision-making by people whose agendas are fully aligned.

Change happens continuously, through the day-to-day conversations that cause people to coalesce informally around issues and themes that are important to them. Formal plans and statements contribute to this process. But outcomes depend upon the ways in which these statements of the 'ideal' are perceived, interpreted, evaluated and acted upon in the 'heat', ambiguity and tensions of everyday, LOCAL reality.

Recognising this, our aim is to assist and enable managers to thrive in the challenging conditions and complex organisational dynamics that represent 'business as usual' in today's organisations.

We do this by helping them to master the underlying dynamics of organisational leadership, change and performance. And we support these insights by encouraging the informed use of sensemaking frameworks and other enabling techniques.

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