NICK WRIGHT
  • Home
  • About
  • Services
  • Testimonials
  • Articles
    • Organisations and leadership
    • Learning and development
    • Coaching and counselling
  • Blog
  • e-Resources
  • News
  • Contact
  • Home
  • About
  • Services
  • Testimonials
  • Articles
    • Organisations and leadership
    • Learning and development
    • Coaching and counselling
  • Blog
  • e-Resources
  • News
  • Contact

Dots

22/5/2017

58 Comments

 
‘People look for HD photos whereas what’s really possible is dots on a page.’

​I met with an insightful strategy consultant last week who used this ingenious metaphor. We live in an era where leaders face increasing complexity, ambiguity and uncertainty. This can evoke anxiety, risk-aversion and paralysis in decision-making. Against this backdrop, it’s tempting to attempt to increase our certainty by gathering and analysing exhaustive (sometimes exhausting!) reams of data, information and evidence. It’s as if we may want and need to see a high definition photo where every detail is present and crystal clear before feeling confident enough to take a step forward.

I do get it. There are good reasons for basing decisions on research and evidence, especially in high-risk environments where to do otherwise could be reckless at best and dangerous at worst. Or if we miss great opportunities because we hadn’t looked well enough before leaping…or failing to leap. But what if such situations are the exception rather than the norm? What if ‘sufficient’ evidence is unavailable, or if it would take more time or other resources to gain it than we can afford, or if conditions are so complex and fluid that today’s truth fades quickly into tomorrow’s jaded history?

Picture this alternative. A blank sheet on which we place dots. We can place them wherever we want. The dots represent what we do know, what we have a gut feel for, what we could reasonably find out – if needed. We can add, remove or move dots as things progress. We can experiment with reconfiguring the dots into different, creative, shapes and patterns. We can play with colouring the space between the dots, around the dots, to see what picture, what possibilities, what passions emerge. I love this idea of the dots. Of joining the dots. Of steps in faith. Of creating future.
58 Comments
Robert Hodge
22/5/2017 10:58:38 pm

I always appreciate your thinking. Thank you for this on dots.
Some years ago, there were writings about organizational leadership that called for a leader to fill in the spaces between the boxes and lines, connecting people as people more than just isolated functionaries (dots). In defining the role of one person whom I coach, we have talked about her role as the CG - Chief Glue, as she has little positional power yet has a responsibility to make all things come together to work well. She gets little credit or visibility. One person suggested the metaphor of "mom" to note the highly valuable familial role and to highlight the sometimes lack of appreciation.
Dots by themselves have value. Connecting them may be the difference between success and failure.
Much of my thinking is exhibited in Venn diagrams. It is the overlap of contained spaces (or maybe dots) where opportunity or conflict arises, where innovation may occur, and decisions are to be made.

Reply
Nick Wright
23/5/2017 09:02:10 am

Thanks for your encouraging feedback, Robert. My first instinctive response to the idea of 'fill in the spaces between boxes and lines' was to colour outside the boxes and lines! ;) I like the idea of 'chief glue' - what an intriguing metaphor. I have worked played with groups using dots and other symbols to see what emerges.

For example, with one leadership team I invited participants to choose 5 dots that represented team members...then to configure the dots into how they see the team and its relationships currently...then into how they would like to see the team in the future.

One placed the dots in a straight line, another in the shape of a cross, another in a circle, another in a traditional hierarchical structure, another as randomly disconnected. It opened up fascinating and useful conversation in the team.

One insight that emerged was that team members reconfigured their relationships depending on what the team was focusing its attention on and what the wider organisation needed from it. This allowed an agile approach to working with each other and with others but also sometimes created gaps, tensions and confusion. Recognising that created opportunity for the team to discuss and how to decide to work in the future.

I like your idea of venn diagrams and what happens in the spaces (or dots) in between. Reconfiguring the dots sometimes has a radical impact on what opportunities and challenges come into view and what options are or can be available to deal with them.

Reply
Ben North
22/5/2017 10:59:25 pm

I like the thinking, but sometimes you need to start with the big dots to go from SD to HD. Definitely an aspirational idea.

Reply
Nick Wright
23/5/2017 08:44:52 pm

Thanks Ben. Interesting comment. I think that what we consider to be the 'big dots' can open up very useful discussions about e.g. our assumptions, values, perspectives and strategic options.

Reply
Cath Norris
22/5/2017 11:00:02 pm

I love it Nick, start with what we've got...

Reply
Nick Wright
23/5/2017 09:07:22 am

Thanks Cath. I think 'what we've got' can open up all kinds of interesting and valuable questions and conversations, particularly if we view it through, say, Gestalt and social constructionist lenses.

Reply
Arthur Lerner
22/5/2017 11:00:46 pm

I want to add to what Nick wrote and to Robert's insightful comment.
The placing of dots leads me to think about Hoshin Planning which is similar except the "dots" are specified, but can still be grouped in various ways for added insight and inspiration about what "fits" with what.

I have been thinking about connecting dots differently since meeting Prasad Kaipa 20+ years ago. One of his intellectual inventions was called pyradigm. Over simplified , if you place 3 dots in any position you will likely get a 2 dimensional image if you connect them. If you put a fourth dot, say, above the page, you have the cornerstones for a 3 dimensional object (tetrahedron). By drawing lines between each pair of points/cornerstones so each point/dot connects to two others what you get are four triangles instead of one, + 6 edges as connections keeping the whole thing aligned. It becomes a simple representation of a complex set of factors: Individual knowledge/expertise connected via process (line) so mutual interdependence is created creates 4 triangles needing each other to all stand as one "entity" with each one presenting now representing a "field" for a resulting organizational/interpersonal behaviors or understanding. Remove/weaken one process (line) or one cornerstone and everything collapses to one triangle. Coordination and interdependence are both understood and critical to success.

Reply
Nick Wright
23/5/2017 09:10:38 am

Hi Arthur. I love that idea of shifting from a 2-dimensional triangle to a 3-dimensional one simply by adding another dot. It would be a great way of exploring, revealing and working with systems!

Reply
Arthur Lerner
23/5/2017 04:32:36 pm

Nick - You are indeed astute. While it has other "standard" applications, that is how it is most commonly used. Usually it's about connecting goals to behaviors in some way. My favorite was designed for a group of mangers in Asia
Africa of a major U.S. corp. to deal with maintaining/increasing high performance and morale given the unlikelihood of most getting promoted high in the corp. They chose Empowerment in a way that work whatever the local culture. It is one of the few org. pyradigms not aimed at goal achievement, but quite powerful and useful.

Nick Wright
23/5/2017 08:55:24 pm

Hi Arthur. I like the idea of cultural contextualisation. Too many models are applied mechanistically without paying attention to cultural beliefs, values, behavioural patterns and subtle nuances.

Lester Hirst
22/5/2017 11:01:33 pm

Great approach -- requires quite a bit of emotional intelligence!

Reply
Arthur Lerner
23/5/2017 04:30:35 pm

Actually, it needn't always. It is most typically is used to promote greater systemic/interdependence awareness. The example noted to Nick certainly dealt EI, as do almost all the pyradigms constructed for individuals.

Reply
Nick Wright
23/5/2017 08:46:30 pm

Thanks Lester. Interesting point! You may find this related short piece interesting: http://www.nick-wright.com/blog/spots Let me know what you think.

Reply
Arthur Lerner
23/5/2017 08:52:49 pm

Nick, thanks for referring to your article. It is very insightful about the un/semi-conscious emotional barriers at play in organizations. I think what you discuss is at or near the root of why so many change - esp. change "management" - initiatives fall short. This isn't the place to get more expansive, but one of the benefits of certain large group/large scale methodologies is that they reveal the variety of perspectives, + and -, people in big orgs can have and find ways to address them in the open. Thanks, too, for references to other articles. I will read them soon.

Nick Wright
23/5/2017 09:01:47 pm

Hi Arthur. I like your comment, 'people in big orgs can have and find ways to address (variety of perspectives) in the open.' It means that change efforts are more likely to be well-informed and engaging.

Ian Henderson
24/5/2017 09:54:51 am

Now that's different!

Reply
Nick Wright
24/5/2017 09:56:02 am

Hi Ian. I agree. I wonder if it will appeal more to Myers-Briggs N-P types than, say, S-J..?! ;)

Reply
Pete Mosley
3/6/2017 06:35:42 pm

Brilliant article, Nick, as usual. What a fab way to get clarity into a complex situation. Much appreciated - thanks.

Reply
Nick Wright
3/6/2017 06:36:38 pm

Thanks for such affirming feedback, Pete. Much appreciated.

Reply
Dori Staehle, MBA
3/6/2017 06:38:12 pm

Animated video. Pull the random dots together to create a solid picture. Could be cool. ;)

Reply
Nick Wright
3/6/2017 06:38:58 pm

Nice idea, Dori - although 'random' may be a matter of perception..?

Reply
Subramanian Narayan
3/6/2017 06:40:03 pm

Like the idea 💡 of using dots with different sizes and colours. What is missing are the rules around the colours and sizes and the possibilities of connecting the dots including arrows.

Reply
Nick Wright
3/6/2017 06:41:57 pm

Thanks Subramanian. 'Rules' is an interesting question. How would it be if we were to experiment without rules to see what new insights, patterns and possibilities may emerge?

Reply
Jackie Cummins
3/6/2017 06:43:08 pm

Should the dots be labelled with key words?

Reply
Nick Wright
3/6/2017 06:44:56 pm

Hi Jackie. The notion of 'should' begs some interesting questions. It's one possibility...if we would find the words - like labels - useful and not unhelpfully limiting?

Reply
Kay Wakeham
3/6/2017 06:48:20 pm

What an innovative idea. Thanks for sharing.

Reply
Nick Wright
3/6/2017 06:49:43 pm

Thanks Kay. Yes, I found it creative and stimulating.

Reply
Jim Ferran
3/6/2017 06:51:30 pm

There comes a time in the decision making process where too much information is as bad as too little. Acceptance and an understanding of the risk principles makes the decision making process easier. I always advocate the achievement of small marginal gains in the DM process as all too often people wait for the optimum moment which rarely appears. I watched a film recently, Eye in the sky, which drove the point about ' information hunger' home perfectly.

Reply
Nick Wright
3/6/2017 06:52:09 pm

Hi Jim. 'Paralysis of Analysis' comes to mind.

Reply
Laura Miller
3/6/2017 06:52:46 pm

What a brilliant way to look at something that can be potentially terrifying and complex to many people who are new to 'strategic decision making'. Simplicity over complexity. Love it!

Reply
Nick Wright
3/6/2017 06:56:58 pm

Thanks Laura. Yes, people in Western professional cultures often confuse 'simple' with 'simplistic' and, when it comes to decision-making, prefer rational over intuitive. I think the dots idea can allow radically different perspectives, paradigms, ideas, constructs and solutions to emerge.

Reply
Kim Hawkins
3/6/2017 06:57:43 pm

This is great. I've done something similar with sticky notes- my challenge was engaging the staff that like graphs and charts, rather than creative thinking. Will try the dots!

Reply
Nick Wright
3/6/2017 06:59:22 pm

Thanks Kim. I would love to hear more about what you have tried - including with sticky notes and with people who prefer graphs and charts!

Reply
Uday Arur
5/6/2017 10:20:22 am

Which pain of failure is greater - having referred reams of data, acted and then failed, or connected the dots acted, and then failed? Perhaps, reflecting on this could help us arrive at our individual comfort zones.

Reply
Nick Wright
5/6/2017 10:27:24 am

Thanks Uday. I think that's a great question. It would also reveal preferences and a sense of where we place our confidence - and why. An alternative framing could be, 'Which joy of success is greater...'

Reply
Lloyd D'Castro
5/6/2017 10:28:10 am

Good stuff, thanks.

Reply
Nick Wright
5/6/2017 10:28:32 am

Thanks Lloyd.

Reply
Wendy Grenfell
5/6/2017 10:29:06 am

I like it!

Reply
Nick Wright
5/6/2017 10:29:56 am

Thanks Wendy. That was my response too when the strategy consultant introduced her idea to me!

Reply
Arina Scholtz
5/6/2017 10:30:39 am

Great metaphor!

Reply
Nick Wright
5/6/2017 10:31:23 am

Thanks Arina. I agree! :)

Reply
Michele Seymour
5/6/2017 10:32:13 am

I once took a somatic approach - client had a tendency to lean forward when walking , it mean that his sphere of view was limited. He could see the ground in front of him only. I got him to stand against wall and I put a pencil between the wall and his 'leaning forward' upper back ....he could visibly measure his 'leaning' incline. I then invited him to lift his posture and therefore his head by breathing upwards and asked him what he saw ....'much more' he said. And therefore the longer view and bigger picture was more available to him , he could breath with more ease too so oxygenating his brain better. His walk slowed down as he became more conscious of his habitual determined drive to get things done ( operational ) versus the more considered and open posture needed to be more strategic. He agreed to a daily practice of changing his posture 5 x a day so his neural pathways could reconfigure to get the musculature to change and to give him the practise of switching between postures.

Reply
Nick Wright
5/6/2017 10:35:14 am

Hi Michele. Thanks for sharing such a creative and inspiring example from somatic practice. I love it! You may find this related case study-based article interesting? http://www.nick-wright.com/just-do-it.html

Reply
John b. May
5/6/2017 10:36:28 am

Have them keep constantly in mind the strategy and objectives of the organisation?

Reply
Nick Wright
5/6/2017 10:46:21 am

Hi John. I think strategic thinking can be useful to re-think what strategic choices we have and what strategic decisions we may choose? In my experience, it's often about future/environmental scanning - although these can prove difficult in complex, fluid situations that are subject to multiple and often unpredictable influences. This is where the 'dots' approach could, perhaps, allow greater responsiveness and agility?

Reply
Phillip Rutherford Ph.D FAITD FAIM
5/6/2017 11:10:18 am

This is a phenomenon I have been researching for over a decade now. Research for my Ph.D came up with some very interesting insights which I have employed in programs aimed at enhancing decision making in complex and asymmetric environments during training with Defence and Special Forces folk.

I have found that there are two aspects which must also be considered when thinking about what you've called 'strategic decision-making', and these are (a) the way knowledge is used within the organisation, and (b) the way in which each of us is trained to use knowledge, and in particular the role that neuroplasticity plays in reframing the brain to employ knowledge as and when it is needed.

Immensely interesting IMO.

Reply
Nick Wright
5/6/2017 11:11:46 am

Thanks Phillip. Your research sounds interesting. Do you have any examples you could share from experience to illustrate what the two aspects you mention could look like in practice?

Reply
Sekararajan Balagurunathan
5/6/2017 11:13:11 am

With illustrative examples from commonly known sources.

Reply
Nick Wright
5/6/2017 11:15:36 am

Hi Sekararajan. Illustrative examples can certainly help to show what strategic thinking and decision-making can look like and involve, drawing on other people's and organisations' approaches to it. I wonder how else you might develop people's own strategic thinking skills...perhaps, at times, in contrast to 'received wisdom'?

Reply
Larry Tyler
5/6/2017 02:50:18 pm

You start with empowering them to make decisions. A lot of the big box companies that I have worked for want you to be executes of directives not decision makers and they are now paying for that thought process.

Reply
Nick Wright
5/6/2017 02:50:57 pm

Hi Larry. Do you have any examples to illustrate what you mean?

Reply
Natascha Lavery
6/6/2017 09:03:42 am

What are your ideas in training people to strategise, Nick?

Reply
Nick Wright
6/6/2017 09:10:58 am

Hi Natascha. My main area of experience is in developing strategic thinking. This could include conventional future/environmental scanning or dealing with VUCA (volatility, uncertainty, complexity, ambiguous) environments.

It's often around using or creating great questions, e.g. 'What are the key questions that, if we were to address them, would enable us to make strategic decisions?' (Gray).

My main interest, however, is in psychological aspects of strategic thinking. Here is a recent example of an approach I have developed to use with strategic leadership teams: http://www.nick-wright.com/blog/spots

Reply
Kelly Williams
7/6/2017 09:09:22 am

Hi Nick, I like the set up to the figure a lot. The reason we see this challenge amongst leaders can be explained by brain functions. 75% of the population is what I call 'interpolative' or as MBTI would refer to as 'sensing' and neuroscience would say is someone who uses the dorsal pathway. They are the ones that things need to make sense to them. They can get extreme anxiety when burdened with major decisions and they just cannot get the picture on the jigsaw puzzle box that does not exist. 25% of the population are what I call 'extrapolative' or as MBTI would refer to as 'intuitive' and neuroscience would say is someone who uses the ventral pathway. They are the ones that make sense out of things. They thrive in this environment. And they are the ones that disrupt markets and start today tomorrow's next batch of the Fortune 500. But they get replaced by the efficiency experts who excel at the Weberian bureaucracy. https://medium.com/@Ultimate_Human_Dilemma

Reply
Nick Wright
7/6/2017 09:10:37 am

Thanks Kelly. Yes, I'm sure personal and cultural preferences are influencing factors on which approach people and organisations feel comfortable and confident with.

Reply
Wai K. Leong, MCC
8/6/2017 08:44:51 am

Excellent metaphor.

Reply
Nick Wright
8/6/2017 08:45:08 am

Thanks Wai. I agree.

Reply
Yomna Salem link
9/9/2018 08:48:51 pm

An interesting metaphor

Reply



Leave a Reply.

    ​Nick Wright

    ​I'm a psychological coach, trainer and OD consultant. Curious to discover how can I help you? ​Get in touch!

    Picture
    Like what you read? Simply enter your email address below to receive regular blog updates!
    Subscribe to Blog
    Picture
    Picture


    ​Archives

    January 2023
    December 2022
    November 2022
    October 2022
    September 2022
    August 2022
    July 2022
    May 2022
    April 2022
    March 2022
    February 2022
    January 2022
    December 2021
    October 2021
    September 2021
    August 2021
    July 2021
    June 2021
    May 2021
    April 2021
    March 2021
    February 2021
    January 2021
    December 2020
    November 2020
    October 2020
    September 2020
    August 2020
    July 2020
    June 2020
    May 2020
    April 2020
    March 2020
    February 2020
    January 2020
    December 2019
    November 2019
    October 2019
    August 2019
    July 2019
    June 2019
    May 2019
    April 2019
    March 2019
    February 2019
    January 2019
    December 2018
    November 2018
    October 2018
    September 2018
    August 2018
    July 2018
    June 2018
    May 2018
    March 2018
    February 2018
    January 2018
    December 2017
    November 2017
    October 2017
    September 2017
    August 2017
    July 2017
    June 2017
    May 2017
    April 2017
    March 2017
    January 2017
    December 2016
    November 2016
    October 2016
    September 2016
    August 2016
    July 2016
    June 2016
    May 2016
    April 2016
    March 2016
    February 2016
    January 2016
    December 2015
    October 2015
    September 2015
    July 2015
    June 2015
    May 2015
    April 2015
    February 2015
    January 2015
    December 2014
    November 2014
    August 2014
    July 2014
    May 2014
    April 2014
    March 2014
    February 2014
    December 2013
    November 2013
    August 2013
    July 2013
    June 2013
    May 2013
    April 2013
    March 2013
    February 2013
    January 2013
    December 2012
    November 2012
    October 2012
    July 2012
    June 2012
    May 2012
    April 2012
    March 2012
    February 2012
    January 2012
    December 2011
    November 2011
    October 2011
    September 2011
    August 2011
    July 2011
    June 2011
    May 2011
    April 2011
    March 2011
    February 2011

    Categories

    All
    Abc
    Ability
    Accountability
    Achievement
    Act
    Action
    Action Learning
    Activism
    Adaptability
    Adaptive
    Advent
    Adventure
    Africa
    Agency
    Agile
    Ambiguity
    Angle
    Anticipation
    Anxiety
    Appraisal
    Appreciation
    Appreciative
    Appreciative Inquiry
    Approach
    Argyris
    Asia
    Assumption
    Assumptions
    Asylum
    Attachment
    Attention
    Attitude
    Audience
    Authenticity
    Authority
    Autonomy
    Avoidance
    Awareness
    Behaviour
    Being
    Belief
    Beliefs
    Bias
    Bible
    Body Language
    Boundaries
    Brainstorming
    Brand
    Calling
    Care
    Career
    Censorship
    Challenge
    Change
    Character
    Charity
    Child
    Choice
    Choose
    Christ
    Christian
    Christmas
    Clarity
    Client
    Climate
    Coach
    Coaching
    Coactive
    Cognition
    Cognitive
    Cognitive Behavioural
    Commitment
    Communication
    Community
    Compassion
    Competence
    Competencies
    Complexity
    Concepts
    Conflict
    Confluence
    Congruence
    Consciousness
    Construct
    Constructs
    Construe
    Consultancy
    Contact
    Content
    Context
    Contracting
    Contribution
    Control
    Conversation
    Corruption
    Counselling
    Counterintiution
    Counterintuition
    Countertransference
    Courage
    Craziness
    Creativity
    Credibility
    Crisis
    Critical Consciousness
    Critical Reflection
    Critical Reflective Practice
    Critical Reflexivity
    Critical Thinking
    Critique
    Cross
    Cross Culture
    Cross-culture
    Culture
    Curiosity
    Customer Care
    Customers
    Customer Service
    Death
    Deception
    Decision
    Deconstruction
    Defence
    Defences
    Deferred Gratification
    Definition
    Delusion
    Democracy
    Depression
    Determination
    Development
    Deviance
    Deviant
    Diagnosis
    Disaster
    Discernment
    Disclosure
    Discovery
    Discrimination
    Disruptive
    Dissent
    Dissident
    Dissonance
    Distinctiveness
    Distortion
    Diversity
    Dream
    Dynamic
    Dynamics
    Easter
    Ecology
    Edge
    Edi
    Education
    Effectiveness
    Efficiency
    Ego State
    Eliciting
    Emergence
    Emotion
    Emotional
    Emotional Intelligence
    Empathy
    Empowerment
    Encouragement
    Energy
    Engagement
    Environment
    Equality
    Eternity
    Ethics
    Ethiopia
    Evaluation
    Evidence
    Evocative
    Existential
    Existentialism
    Expectation
    Expectations
    Experience
    Experiment
    Experimentation
    Exploration
    Explore
    Exposure
    Facilitation
    Faith
    Fear
    Feedback
    Feeling
    Feminism
    Figure
    Filter
    Fit
    Flashback
    Focus
    Forgiveness
    Framework
    Freedom
    Freud
    Fun
    Future
    Gender
    Geopolitical
    Geopolitics
    Gestalt
    Global
    Goal
    Goals
    God
    Gospel
    Grace
    Grief
    Grit
    Ground
    Group
    Guidance
    Healing
    Health
    Hear
    Heidegger
    Hero
    Hope
    Human
    Human Givens
    Humanity
    Human Resources
    Human Rights
    Humility
    Humour
    Hybrid
    Hypotheses
    Hypothesis
    Icon
    Ideation
    Identity
    Image
    Imagination
    Impact
    Impostor
    Inclusion
    Independence
    Influence
    INGO
    Initiative
    Injustice
    Innovation
    Inquiry
    Insecurity
    Insight
    Inspiration
    Instinct
    Integrity
    Intention
    Interdependence
    Interference
    International
    Interpretation
    Intimacy
    Introversion
    Intuition
    Invisible
    Jargon
    Jesus
    Journey
    Jungle
    Justice
    Keys
    Knowing
    Knowledge
    Labels
    Language
    Lateral Thinking
    Leader
    Leadership
    Learning
    Lesson
    Liberal
    Life
    Light
    Listening
    Logic
    Loss
    Love
    Management
    Manager
    Marathon
    Matrix
    Mbti
    Meaning
    Media
    Mediation
    Meetings
    Memory
    Mentoring
    Merit
    Metaphor
    Metaphysic
    Mindfulness
    Miracle
    Mirroring
    Misfit
    Mission
    Mode
    Morality
    Motivation
    Mystery
    Narrative
    Nazis
    Need
    Negotiation
    Neo-Nazi
    Networking
    News
    New Year
    Norm
    Norms
    Noticing
    Online
    Operations
    Opportunity
    Oppression
    Organisation
    Organisation Develoment
    Organisation Development
    Origin
    Pace
    Panic
    Paradigm
    Paradox
    Partnership
    Passion
    Pastoral
    Pattern Matching
    Peace
    People
    Perception
    Perfectionism
    Performance
    Perseverance
    Personal Constructs
    Personal Leadership
    Person Centred
    Perspective
    Phenomenology
    Phenomenon
    Philippines
    Philosophy
    Physicality
    Plan
    Plans
    Plato
    Play
    Plot
    Polarity
    Policy
    Politics
    Poor
    Positive
    Positive Psychology
    Posture
    Potential
    Potential#
    Poverty
    Power
    Practice
    Pragmatism
    Praxis
    Prayer
    Preference
    Preferences
    Prepare
    Presence
    Principles
    Priorities
    Priority
    Privilege
    Proactivity
    Problem Solving
    Process
    Professional
    Progressive
    Projection
    Projects
    Prompt
    Propaganda
    Protection
    Protest
    Providence
    Provocative
    Psychoanalysis
    Psychodynamic
    Psychodynamics
    Psychology
    Psychometrics
    Psychotherapy
    Purpose
    Quality
    Questions
    Race
    Radical
    Rational
    Rationale
    Rationalisation
    Rationality
    Reality
    Reason
    Reasoning
    Reconciliation
    Recruitment
    Reflect
    Reflection
    Reflective Practice
    Reflexivity
    Reframing
    Refugee
    Refugees
    Relationship
    Relationships
    Release
    Religion
    Representation
    Rescue
    Research
    Resilience
    Resonance
    Resourcefulness
    Responsibility
    Responsive
    Responsiveness
    Revelation
    Reward
    Rights
    Risk
    Role
    Role Model
    Rosabeth Moss-kanter
    Rules
    Sabbath
    Satire
    Satnav
    Saviour
    Schemata
    School
    Science
    Secure Base
    Security
    See
    Selection
    Selective Attention
    Self
    Sense Making
    Senses
    Sensitivity
    Serendipity
    Servant
    Shadow
    Significance
    Silence
    Sin
    Skills
    Social Construct
    Social Construction
    Social Constructionism
    Social Media
    Social Psychology
    Socrates
    Solution Focused
    Solutions
    Solutions Focus
    Solutions-focus
    Space
    Speed
    Spirit
    Spirituality
    Stance
    Stealth
    Stereotype
    Stereotypes
    Story
    Strategic
    Strategy
    Strengths
    Stress
    Stretch
    Structure
    Struggle
    Stuck
    Style
    Subconscious
    Subjectivity
    Success
    Suffering
    Supervision
    Support
    Survival
    Sustainability
    Symbol
    Symbolism
    Systems
    Systems Thinking
    TA
    Tactical
    Tactics
    Talent
    Teaching
    Team
    Teamwork
    Teenage
    Theology
    Theory
    Therapy
    Thinking
    Thought
    Time
    Touch
    Toys
    Traction
    Trade
    Tradition
    Training
    Transactional Analysis
    Transference
    Transformation
    Transition
    Transitional Object
    Trauma
    Trust
    Truth
    Uncertainty
    Unexpected
    Vallues
    Value
    Values
    Violence
    Visibility
    Vision
    Voice
    VUCA
    Vulnerability
    Vulnerable
    Waiting
    War
    Wealth
    Weird
    Wellbeing
    Will
    Willingness
    Window
    Wisdom
    Wonder
    Words
    World
    Worth
    Youth
    Zoom

    RSS Feed

Proudly powered by Weebly
  • Home
  • About
  • Services
  • Testimonials
  • Articles
    • Organisations and leadership
    • Learning and development
    • Coaching and counselling
  • Blog
  • e-Resources
  • News
  • Contact