Organisational Change and Consultancy
“… in organizations, relationships and daily work get disturbed by conflicts and surprising events. A natural tendency is to try to eliminate the disturbance. Process Work methods involve accurately exploring both our plans, and those elements of our experience that rub up against our plans, disturb or surprise us. The interaction of all parts and dimensions of experience, yield new ideas and directions forward - and a feeling of being involved with your life and others.”
Jean Claude Audergon  Organisations are complex. Change sometimes happens in ways that surprise us. Rich networks of relationships are the life blood of organisations and how communication happens between the various parts is often a key part of the change process.
Our work focuses on awareness and strategy work with management teams; change management, re-modelling organisations, managing conflict and exploring power in relationships.
We use process-work methods to increase awareness of the systems, processes and patterns within the organisation.
To consult can mean: to ask, check out with, see, confer with, seek advice. And these are some of many reasons why organisations might consult with us. Usually we are asked to become involved when organisations are embarking on a journey of change.
 At such times it can be useful to have external people around to help separate the wood from the trees, point out some common obstacles or help act as bringers of awareness about the change process.
We know that change can be scary, frustrating, and most of all uncertain and that the majority of organisations have the creative capacity to make positive changes happen. In particular we have expertise and experience in working with all levels in the organisation both separately and together in large and small groups on work with vision, leadership, and cultural and structural change processes.
Our experiences suggest that in order to ease any change process all of the following must be present to see some degree:
• A willingness to address Dissatisfaction
• A sense of Vision about how things could be different
• Knowledge of some of the Practical Steps required to build momentum
• A sense of the Organisational Structure and Patterns that are involved
• The capacity for Leadership and
• The Willingness to expand Awareness
Our awareness of organisations is in pursuit of the whole whilst also retaining a focus on the individual uniqueness, relationships and groups that create them. We differentiate between three levels, which we think of as parallel worlds.
The first two levels are defined as the measurable and non-measurable aspects of groups and organizations.
• Level One - The measurable level creates a consensus reality, which has, for example, aspects such as organisational facts, but also organisational structures, strategic goals, best practices to meet them, and so on
• Level two - The non-measurable aspects consist of creative tensions and inclinations, such as excitement, jealousy, power struggles, dreams and fantasies etc....
• On the third level, the Worldwork perspective includes an awareness of a sense of connectedness between everyone and everything, a non-dualistic common ground in which disturbing polarities or differences no longer exist
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