Cutting the Gordian Knot: Organisational Psychotherapy and Conflict Resolution

💡 Imagine solving the enigmatic Gordian Knot of your company’s culture and conflicts, with the genius of Alexander the Great – that’s the power of combining organisational psychotherapy with conflict resolution techniques, and the results can be nothing short of incredible.

➡ Organisational psychotherapy, at its core, is like tackling the Gordian Knot for a company. It’s a path to delve deep into the collective minds of the organisation, bringing to light the underlying assumptions and beliefs that shape its culture. In this process, it’s inevitable that conflicts will emerge, as people disagree over definitions, assumptions and their impacts on the organisation. However, it’s precisely at this intersection that conflict resolution techniques can work their magic, cutting through these knotty conflicts and allowing for smoother communication and collaboration.

When you’re up to your ears in organisational psychotherapy, you’re bound to step on a few toes. After all, you’re peeling back layers of the proverbial onion, exposing sensitive issues and emotions. This is where conflict resolution comes in handy, helping to nip problems in the bud before they spiral out of control.

A key aspect of conflict resolution is keeping one’s ear to the ground, actively listening to different perspectives, and seeking common ground. This approach allows conflicting parties to air their grievances, fostering an environment where people feel heard and valued. It’s like killing two birds with one stone: folks get to voice their concerns while the company gains insights into areas of improvement.

Moreover, by employing a “give and take” mentality, organisations can establish a culture of compassion and collaboration. After all, Rome wasn’t built in a day, and neither are harmonious working relationships. By encouraging empathy and understanding, conflict resolution techniques contribute to a healthier, more productive workplace.

So, when organisational psychotherapy and conflict resolution techniques go hand in hand, they create a powerful synergy. Organisations benefit from the insights gained through organisational psychotherapy, while minimising the angst and stress that arise along the way. As the saying goes, “A stitch in time saves nine,” and addressing conflicts early on can save companies from bigger issues down the line.

The next time you find yourself embroiled in the complexities of culture change, don’t forget to employ some tried and tested conflict resolution techniques – you’ll be glad you did!

The Divine Dance of Organisational Psychotherapy: A Secular Sacrament for the Modern World

💡 Immerse yourself in the world of organisational psychotherapy, a secular sacrament that transcends the mundane and delivers an enlightened approach to collective healing, transforming the very fabric of human potential within the workplace. Unveil the redemptive power that lies at the heart of this divine dance and witness the dawn of a new age of spiritual nourishment.

➡ In the great pantheon of human endeavors, one occasionally finds rare gems that manage to transmute the seemingly mundane into a transcendent experience. One such marvel, deserving of exaltation, is the field of organisational psychotherapy. Allow me to propose, dear reader, that it is not just a clinical intervention, but a veritable religious phenomenon in its own right.

The essence of organisational psychotherapy lies in its transformative power, akin to the most hallowed rituals of faith. It is the miracle of Lazarus, the parting of the Red Sea, the loaves and fishes all rolled into one secular sacrament. By delving into the deepest recesses of the collective psyche, it exorcises the demonic presence of dysfunction and brings forth the divine light of wisdom and compassion.

Much like the great theologians and mystics who sought communion with the divine, the practitioners of this holy craft embrace a certain asceticism. They are the humble vessels through which the ineffable spirit of enlightenment flows, casting out the specter of despair and bestowing the gift of renewed purpose. As they bear witness to the metamorphosis of dysfunctional corporations, they become true apostles of change.

In the hallowed halls of enterprise, the scriptures of organisational psychotherapy are as the Sermon on the Mount, the Bhagavad Gita, or the noble verses of the Quran. They provide a moral compass, a beacon of hope, and a map to the Promised Land. In a world plagued by sin and suffering, is it not miraculous that such salvation can be found within the very bastions of capitalism?

Let us then, raise our voices in jubilation and praise this divine intervention that lifts the veil of ignorance and liberates the spirit of collaboration. For organisational psychotherapy is not just a methodology, but a veritable gospel, bestowing upon the faithful the keys to the kingdom of prosperity and human flourishing.

When Two Worlds Collide: Developers’ Hidden Fear of Psychology

💡Discover the unexpected reasons why software developers run a mile from embracing psychology and behavioural science, and how interdisciplinary collaboration could unlock the true potential of human-centered technology…

Developers and software people may be apprehensive towards psychology and behavioural science for several reasons. The two fields differ significantly, with software development and tech focusing on logic, structure, and deterministic outcomes, while psychology deals with complex, unpredictable human behaviour, which can be complex, unpredictable, and often emotionally driven.

Ethical concerns, such as manipulation and privacy, also contribute to this apprehension. Furthermore, software people generally lack the necessary interdisciplinary training to effectively apply psychological principles in their work.

Also, few are the organisations that have the application of psychology baked in to their culture.

Lastly, some software folks fear that the integration of psychology could lead to biased algorithms, which may perpetuate or exacerbate societal biases.

In total, these factors contribute to the reluctance of software people to embrace psychology and behavioral science in their field.

 

Transitioning Mindsets

Unlocking the true potential of organisations requires more than just developing individual leaders. It takes a deeper level of engagement and a transformative approach to shifting collective assumptions and beliefs. Discover the key differences between leadership development programs and organisational psychotherapy interventions, and which one is right for your organisation.

Leadership development programs and organisational psychotherapy interventions are two distinct approaches to improving the functioning and performance of organisations. While both aim to enhance organisational effectiveness, they differ in their focus and methods.

Leadership development programs are typically focused on developing the skills and capabilities of individuals within an organisation who are in leadership roles. The goal is to improve their ability to lead and manage teams, communicate effectively, make decisions, and navigate complex organisational dynamics. Leadership development programs can include training, coaching, mentoring, and other forms of development activities. These programs often emphasize the importance of self-awareness, emotional intelligence, and interpersonal skills.

Organisational psychotherapy, on the other hand, focuses on shifting the collective assumptions and beliefs that underlie an organisation’s culture and behaviours. These interventions typically involve a deeper level of engagement with the organisation, including the identification of underlying assumptions and beliefs, the exploration of underlying dynamics, and the creation of a shared sense of purpose. Organisational psychotherapy interventions can include a range of methods, such as group facilitation, dialogue, reflection, and other forms of participatory engagement.

While leadership development programs focus on developing the skills of individual leaders, organisational psychotherapy interventions aim to transform the organisation as a whole. Both approaches can be effective in improving organisational effectiveness, but they require different levels of engagement and investment.

Leadership development programs may be more suitable for organisations that have a well-defined leadership structure and a relatively stable culture, while organisational psychotherapy interventions may be more appropriate for organisations that are undergoing significant change or facing systemic issues.

In summary, while both leadership development programs and organisational psychotherapy aim to improve organisational effectiveness, they differ in their focus and methods. Leadership development programs are focused on developing the skills and capabilities of individual leaders (who may move on), while organisational psychotherapy is focused on shifting the collective assumptions and beliefs that underlie an organisation’s culture and behaviors. Both approaches can be effective, but require different levels of engagement.

The Road Not Taken

Two paths diverged in the business wood,
And I, I took the one less understood,
For I chose Organisational Psychotherapy,
And that has made all the difference to me.

The path of spreadsheets and profit charts,
A well-trodden trail that broke our hearts,
But the path of therapy, less travelled by,
Has helped us find our why.

Through the power of dialogue and reflection,
We’ve transformed our work and our connection,
With our people and our teams,
We’ve brought about some wondrous dreams.

We’ve faced our fears and dared to change,
And through the discomfort, we’ve grown in range,
We’ve learnt to listen, and to truly see,
And that’s made us more agile, and more free.

So, here’s to Organisational Psychotherapy,
To the road less travelled, and the mystery,
For it has brought us to a better place,
And we’re grateful for the journey, and the grace.

A Generic Conference Submission On Quintessence

Title

Quintessence: A Radical Approach to Effective Software Development

Summary

In this session, we will explore Quintessence, an entirely new and radical approach to effective software development that eschews the whole idea of methodologies. We will discuss the challenges faced by organisations in improving their software development efforts, specifically the collective assumptions and beliefs that hinder progress. Through practical examples, we will demonstrate how Quintessence can help organisations address these challenges and achieve better outcomes, such as increased engagement, accelerated uptake of new ideas, methods and practices, increased productivity, reduced stress, etc.

Session Description In Full

Software development has been described as “the most complex endeavour known to Man”. Despite the prevalence of popular methodologies such as Agile and Lean, many organisations still struggle to improve their software development processes and achieve better outcomes. One of the main reasons for this is the collective assumptions and beliefs held by these organisations, which hinder progress and frustrate the effectiveness of traditional methodologies.

Quintessence offers a new approach to effective software development that goes beyond traditional methodologies. It emphasises a paradigm shift in the way we think about software development. Instead of focusing on processes and methodologies, Quintessence places emphasis on the social and cultural context of software development.

In this session, we will explore the challenges faced by organisations in improving their approach to software development and how Quintessence can help address these challenges. We will discuss how collective assumptions and beliefs impact software development, and how Quintessence offers a road map or guide book for overcoming these challenges. Through practical examples, we will demonstrate how Quintessence can help organisations achieve better outcomes and improve their organisational culture.

Join us for an insightful discussion on this paradigm shift in software development and the practical applications of Quintessence. Whether you are a software developer, manager, or executive, this session will provide valuable insights into improving software development in your organisation.

Session type

• Talk

Themes

• Paradigm shift in software development
• Overcoming collective assumptions and beliefs
• Practical applications of Quintessence
• Systems Thinking
• Psychology
• Bigger picture

A Generic Conference Submission On Organisational Psychotherapy

Title:

Organisational Psychotherapy: Uncovering the Power of Shared Assumptions and Beliefs in Culture Change

Abstract:

Organisational psychotherapy is an emerging discipline that applies the principles and practices of psychotherapy to organisational contexts. It is a powerful tool for cultural transformation, as it recognises the role of shared assumptions and beliefs in shaping organisational culture. In this session, we will explore the principles and practices of organisational psychotherapy and how they can help organisations drive meaningful change.

We will begin by discussing the importance of shared assumptions and beliefs in shaping organisational culture. These assumptions and beliefs are often invisible, yet they determine the norms, values, and behaviours of the organisation. We will explore how these assumptions and beliefs can be uncovered through the use of psychotherapeutic techniques such as observation, reflection, and inquiry.

We will then introduce the principles and practices of organisational psychotherapy and how they can help organisations address cultural challenges. This includes creating a safe and supportive environment for individuals to express themselves, developing a shared understanding of the organisation’s culture, and co-creating a vision for cultural transformation. We will also discuss how organisational psychotherapy can help organisations identify and address the root causes of cultural challenges, rather than merely treating the symptoms.

Through case studies and real-life examples, we will demonstrate how organisational psychotherapy has helped organisations drive meaningful change. We will highlight the importance of cultural transformation in the context of the current business landscape, where organisations need to be agile, innovative, and resilient to thrive.

In conclusion, this session will provide attendees with an understanding of the principles and practices of organisational psychotherapy and how they can help organisations drive cultural transformation. We will explore the power of shared assumptions and beliefs in shaping organisational culture and demonstrate how these can be uncovered and transformed through the use of psychotherapeutic techniques. Attendees will leave with practical insights and tools for driving meaningful cultural change within their organisations, change which will accelerate their adoption of more effective ideas, methods and practices.

What Is Organisational Psychotherapy?

Organisational psychotherapy aims to address three main pains in organisations:

Firstly, it tackles underperformance. By holding the space, employees and management can surface and reflect on the root causes of their low productivity, poor quality work, and low morale.

Secondly, it helps organisations reach their full potential by overcoming internal barriers such as culture, leadership, and organisational structure.

Finally, it focuses on the overall well-being of the organisation itself, by addressing issues such as communication, conflict resolution, and cultural alignment. By improving the health and effectiveness of the organisation, it can become more resilient, adaptable, and successful.

 

Cracking the Code: Tackling the UK’s Productivity Puzzle

Productivity is one of the key factors in determining the economic growth of a country, and the United Kingdom is no exception. Over the past few years, the UK’s productivity growth has been slower than other advanced economies such as the US, Germany, and France. This has raised concerns about the country’s long-term economic prospects and the standard of living for its citizens.

The UK’s productivity puzzle has been a subject of much debate and analysis. A range of factors has been identified as contributing to the country’s low productivity, including poor management practices, low investment in infrastructure, low-skilled workforce, and a lack of innovation.

The issue of poor management practices has been particularly significant in the UK, with studies showing that the country has some of the worst managers in the developed world, with a lack of leadership skills, inadequate communication, and poor people management being some of the most significant issues. This has resulted in a workforce that is less engaged, less productive, and less innovative, which ultimately impacts the overall competitiveness of UK businesses.

The practise of management, good and bad, and its root causes has long been a key focus for me and my work (Rightshifting, the Marshall Model, Organisational Psychotherapy, etc. – more details on my blog).

I’ve long felt frustrated at the seemingly intractable issues of management generally, and UK management in particular. Especially as I have evolved a solution that, if adopted, could largely remedy the situation.

The Problem

UK management is mired is what the literature calls “the Analytic Mindset”. This term refers to a certain collection of assumptions and beliefs about work, harking back to at least the late nineteenth century.

These assumptions and beliefs result, in practice, in relatively ineffective ways of relating to the workforce. Ways which inevitably lead to a workforce that is less engaged, less productive, and less innovative than what we know to be possible today.

The challenge? How to enable companies to swap out these existing, ineffective assumptions and beliefs with a relatively more effective set known as “the Synergistic Mindset”.

The Solution

And the solution? Organisational Psychotherapy.

Much like therapy for individuals, OP provides a supportive and non-judgmental space for organisations to explore their assumptions and beliefs, and their resulting policies and practices. With these beliefs surfaced and reflected-upon, fundamental changes are possible. We might call this “culture change”.

In conclusion, the UK’s productivity problem is a consequence of its organisations’ collective assumptions and beliefs about work, and how work should work.

With the right investment in shifting the collective beliefs of UK organisations, the UK can dramatically improve its productivity levels and secure its long-term economic growth.

 

Unlocking the Collective Unconscious: Applying Jungian Psychology to Organisational Psychotherapy

Organisational psychotherapy is a holistic approach to culture change in business. It involves a deep exploration of the dynamics that exist within the organisation and the collective assumptions and beliefs therein. Carl Jung’s theories of psychology can be applied to organisational psychotherapy to provide insight into the subconscious forces at play in these environments.

One of the primary ways Jung’s theories can be applied to organisational psychotherapy is through the concept of the collective unconscious. The collective unconscious is the shared storehouse of human experiences, instincts, and archetypes that are shared by all members of a culture or society. In the context of an organisation, the collective unconscious can manifest itself in the form of shared assumptions, beliefs, and symbols.

For example, if an organisation values individual achievement over teamwork, this can lead to a competitive and hostile work environment. By understanding the collective unconscious, we can work to shift these values and beliefs to create a healthier work environment.

Another way Jung’s theories can be applied to organisational psychotherapy is through the concept of the shadow. The shadow is the unconscious aspect of an individual’s personality that is often repressed or denied. In an organisational context, the shadow can manifest itself in the form of unspoken tensions, conflicts, and power struggles.

Organisational psychotherapy can bring these shadow elements to light. By acknowledging and addressing the tensions and conflicts that exist within the organisation, the organisation can work towards resolving them.

Jung’s theories can also be applied to organisational psychotherapy through the concept of archetypes. Archetypes are universal symbols and patterns that exist within the collective unconscious. In an organisational context, archetypes can manifest themselves in the form of organisational structures, roles, and patterns of behaviour.

By understanding the archetypes at play within an organisation, we can work towards creating a healthier and more functional work environment. For example, if an organisation is dominated by a hero archetype, this can lead to a culture of competition and individualism. By acknowledging and shifting this archetype, we can work towards creating a more collaborative and team-oriented work environment.

In conclusion, Jung’s theories of psychology can be applied to organisational psychotherapy to provide insight into the subconscious forces at play in modern workplaces. By exploring the collective unconscious, the shadow, and archetypes within an organisation, we can gain a deeper understanding of the dynamics at play and work towards creating a healthier and more effective, humane work environment.

 

Unveiling the Magic of Organisational Psychotherapy: How External Support Networks Empower Positive Change

Organisational psychotherapy is a holistic approach to culture change within an organisation by focusing on shared assumptions and beliefs. .One way to support this process is through an external support network, which can provide additional resources and expertise to accompany the organisation through its psychotherapy journey.

An external support network is a community of organisations that share their experiences, best practices, and challenges with each other. This community can include other companies in the same industry, consultants, and other professionals who can provide guidance and support.

One of the primary roles of an external support network in organisational psychotherapy is to provide a sounding board for the organisation. It can be difficult for employees and leaders within an organisation to identify the root causes of problems or to determine the best course of action to address them. By sharing their experiences and challenges, organisations can gain new insights and perspectives on their issues, and can learn from the successes and failures of others.

An external support network can also provide access to additional resources and expertise that an organisation may not have on its own. This can help the organisation to develop more effective solutions and strategies for action.

Another role of an external support network in organisational psychotherapy is to provide a sense of community and support. Psychotherapy can be a challenging and emotional process for organisations, and having a network of people who understand what the organisation is going through can provide a sense of validation and encouragement. Members of the network can offer advice, encouragement, and moral support to help the organisation stay focused and motivated.

Finally, an external support network can help to promote accountability and transparency within the organisation. By sharing their experiences with others in the network, organisations are held accountable for their actions and are more likely to be transparent about their decision-making processes. This can help to build trust and credibility with employees and other stakeholders, and can create a more positive and productive experience.

In conclusion, an external support network can play a crucial role in supporting an organisation through the psychotherapy process. By providing a sounding board, access to additional resources and expertise, a sense of community and support, and promoting accountability and transparency, these networks can help organisations to address their challenges and create a more positive and productive experience. Whether formal or informal, these networks are an important tool for any organisation that is committed to using organisational psychotherapy to create positive change.

A Journey towards a More Collaborative, Innovative, and Accountable Culture

It’s a common tendency among executives to divide their organisations and people into little boxes. This is known as “silo mentality,” and it’s a problem that plagues many businesses today. There are several reasons why this is so common, and the consequences can be far-reaching.

First and foremost, the human brain is wired to categorise and compartmentalise information. This is useful in many contexts, but when it comes to organisations, it can lead to a fragmented and disjointed approach to work.

Another reason for the prevalence of silos is the way that organisations are structured. Companies often have hierarchies and reporting lines that are rigid and well-defined. This can create a sense of competition between different parts of the organisation, as each seeks to demonstrate its own importance and value. This can lead to a “me first” mentality, where each department or function is focused on its own goals, rather than the goals of the organisation as a whole.

Silos can also lead to a lack of innovation and creativity. When departments are isolated from one another, they are less likely to share ideas and information. This can stifle creativity and limit the potential for new and innovative solutions to emerge.

So, what can be done to overcome this problem? One solution is to focus on culture. Companies need to create a culture that values collaboration and cooperation, rather than competition and division. This can be achieved through regular communication, training, and incentives that encourage employees to work together.

Another solution is to focus on value streams, rather than silos. Value streams are the series of activities that create value for customers. By focusing on value streams, companies can ensure that they are working together to create value, rather than competing against one another. This can lead to greater efficiency, as well as a more cohesive and collaborative approach to work.

Finally, organisations can benefit from organisational psychotherapy. This is a process of changing the underlying collective assumptions and beliefs that lead to silos. It involves identifying the root causes of the problem and working to change the way that employees think and behave. This can help to create a culture that values collaboration and cooperation, leading to a more cohesive and effective organisation.

In conclusion, the tendency to divide organisations and people into little boxes is a common problem that has far-reaching consequences. However, by focusing on culture, value streams, and organisational psychotherapy, companies can overcome this problem and create a more cohesive and effective organisation.

Transform Your Business from the Inside Out with Organisational Psychotherapy

In Organisational Psychotherapy, we define business culture as the collective assumptions and beliefs shared across all members of an organisation, such as a company or business firm. These assumptions and beliefs are often unconscious and can significantly impact the success of an organisation. Business culture is the intangible fabric that holds the organisation together, shaping decisions, policies, and behaviours.

A strong business culture can lead to a more productive and innovative workforce, while a weak or negative culture can lead to low morale, high turnover, and poor performance. Changing business culture is a complex and challenging process that requires a deep understanding of the existing culture and the drivers of change. This is where organisational psychotherapy comes in.

Organisational psychotherapy is a way of transforming business culture through a collaborative process that involves all members of the organisation. It combines insights from psychology, neuroscience, and organisational development to facilitate sustainable change. The process involves understanding the underlying shared assumptions and beliefs that drive behaviours, examining the impact of these beliefs on the organisation, and developing new beliefs and behaviours that support the desired outcomes.

Organisational psychotherapy provides a safe and supportive environment for people to explore and change their collective beliefs and behaviours. By engaging everyone in the organisation, it helps to build a more cohesive and collaborative culture that fosters innovation and creativity.

In conclusion, one promising approach to changing the culture of a business is through the use of organisational psychotherapy, a process that can help to transform an organisation from the inside out.

Unlocking the Power of Business Culture: How Executives and Senior Managers Can Drive Success

“Business culture” refers to the collective assumptions and beliefs that characterise an organisation and influence its employees and how they work. In recent years, there has been a growing recognition among executives and senior managers of the importance of business culture in driving success.

One of the key reasons that executives and senior managers are paying more attention to business culture is because they understand the impact it has on their employees. A positive, supportive work environment can lead to higher employee engagement, satisfaction, and productivity. On the other hand, a negative culture can lead to low morale, high turnover, and decreased productivity.

Executives and senior managers also understand the importance of business culture in creating a sustainable competitive advantage. Companies with strong cultures are better equipped to adapt to change and to handle crisis situations. When everyone in an organisation is aligned and working towards the same goals, they can respond to challenges more effectively and quickly. This ability to quickly adapt to changing circumstances is a major competitive advantage in today’s fast-paced business environment.

Despite the growing recognition of the importance of business culture, not all executives and senior managers are equally dedicated to the subject. Some may view culture as just another aspect of the business that can be managed and manipulated, while others may view it as an essential part of the organisation’s DNA that must be nurtured and developed.

The executives and senior managers who are truly dedicated to the subject of business culture are the ones who understand that it is not just about having a set of values or mission statements posted on the wall. It is about embedding helpful assumptions and behaviours into the day-to-day operations of the organisation. These leaders understand that business culture is something that needs to be constantly nurtured and developed in order to remain relevant and effective.

In conclusion, more and more executives and senior managers are recognising the role of business culture in driving organisational success. Those who are truly dedicated to the subject understand that it is not just about declaring a set of memes to be relevant, but about embedding those memes into the daily operations of the organisation. By focusing on business culture, these leaders are creating a positive work environment, enabling employee engagement, and establishing a sustainable competitive advantage.

Trends in Business Culture Change and Organisational Psychotherapy

Consulting on culture change in business has become an increasingly important area of expertise in recent years. With many organisations facing the challenge of creating a healthy corporate culture in the face of rapid change, consultants have been called upon to help businesses achieve their goals. One of the latest and most advanced trends in this field is the placing of organisational psychotherapy at the forefront of culture change.

The role of organisational therapy in culture change is to help organisations surface and reflect on their collective assumptions and beliefs about work, i.e. how work should work. This can involve group therapy sessions and other forms of dialogue (talk therapy), and can also incorporate other therapeutic practices as the client chooses. The goal of this approach is to create a widespread awareness of the role of collective assumptions and beliefs in business success.

One of the key benefits of this approach is that it provides something tangible to work with (the collective psyche) rather than the largely intangible notion of “culture”. By creating a space for dialogue and action, organisational psychotherapists enable their clients to shift their collective assumptions and beliefs, and thus their culture, to something better aligned to their business goals.

By exploring these issues, organisational therapists can support organisations in addressing them, and in developing solutions that will have a positive impact on the culture of the organisation.

In conclusion, placing organisational psychotherapy at the forefront of culture change places the client in the driving seat in their efforts to change their culture, and also serves to both accelerate and de-risk such efforts.

The Great Deception: Truth is, Working For the Man is Unfulfilling and Oppressive

The idea that work is fulfilling and liberating has been touted as a central tenet of the capitalist system for generations. The notion is that work provides people with a sense of purpose and self-worth, and that it is a means of obtaining financial independence and personal freedom. This concept has been perpetuated by those in power, who have a vested interest in keeping people virtually enslaved. The reality, however, is that for many, work is far from fulfilling and liberating. In fact, for many people, work is a source of stress, anxiety, and oppression.

The proponents of this idea would argue that work is fulfilling because it provides people with a sense of purpose, and that it is liberating because it allows people to escape poverty and the lack of opportunity that often comes with it. They claim that work is the key to success and happiness, and that anyone who wants to achieve these things simply needs to work hard and be disciplined. However, this is a fallacy that has been perpetuated by those who benefit the most from it.

The truth is that work is often far from fulfilling, and that it is not liberating. The demands of work can be overwhelming, and the pressure to perform can be immense. The hours are long, and the work is often monotonous and unfulfilling. The reality is that work can be a source of unhappiness, rather than happiness, and that it can be a source of enslavement, rather than liberation.

The wealthy elites, who benefit the most from the system, have the wealth and power to manipulate and control the system, and they exploit the masses by perpetuating the notion that work is fulfilling and liberating. This is a cruel deception to keep people working for the Man, and to keep them from questioning the system.

In conclusion, the idea that work is fulfilling and liberating is a cruel deception that has been perpetuated by those in power. For many people, work is a source of stress, anxiety, and oppression, and it is not the key to happiness and success that it is often portrayed to be. It is up to each of us to challenge this notion and to fight for a fairer and more equitable system that values people over profits.

Get the Inside Scoop: Is Organisational Psychotherapy the Career Move You Need?

Listen up folks, I’m here to give you some straight talking about a career choice you may have heard of: Organisational Psychotherapy.

Let’s start with what it is: Organisational Psychotherapy is a type of therapy that helps organisations improve their culture. It’s essentially a type of therapy for the collective psyche.

Now, is it a good career move? Well, that depends on a few things.

First, do you have what it takes? To work as an Organisational Psychotherapist, you’ll not need any kind of certificates, degrees, or licenses. You WILL need to be a people-person, adept at seeing what’s happening and at building a therapeutic alliance with the client organisation as a whole.

Second, do you have the right personality for the job? This is a demanding and emotionally taxing career, so you need to be able to handle stress and maintain your composure in difficult situations.

Third, is there a demand for this type of work? This field is still relatively new, so there may not be as much demand for Organisational Psychotherapists as there is for other types of therapists. However, as more and more organisations realize the benefits of this type of therapy, demand is bound to increase.

So, what are the benefits of a career in Organisational Psychotherapy?

First, you’ll be helping organisations surface and reflect on their collective assumptions and beliefs. Which leads to collective introspection on culture and means to success.

Second, you’ll have the opportunity to work with a wide variety of people and organisations, which can be both challenging and rewarding.

And finally, you’ll be able to make a real difference in people’s lives and have a positive impact on the world of work.

Now, I’ll be the first to admit that Organisational Psychotherapy may not be for everyone. But, if you have the temperament, the personality, and the drive to succeed, it can be a very fulfilling and lucrative career choice.

So, there you have it folks. Is Organisational Psychotherapy a good career move? It’s up to you to decide. But remember, if you’re going to make a career change, make sure you have all the facts, weigh the pros and cons, and choose wisely.

Shift Your Workplace Culture with Organisational Psychotherapy

Organisational psychotherapy, the process of exploring and addressing the collective assumptions and beliefs within a company, has become an increasingly important tool for modern businesses looking to improve the well-being and satisfaction of their people. The central focus of this approach is culture change, as it is through a shift in the company’s shared assumptions and beliefs a.k.a. the culture that people’s needs can be met in a powerful way.

One of the key benefits of organisational psychotherapy is the way in which it helps to create a culture of open communication and mutual understanding. This is especially important in today’s business environment, where people are often under significant stress and pressure. By providing a safe and supportive space in which people can surface and reflect on their collective assumptions and beliefs, organisational psychotherapy encourages people to open up and express themselves in ways that are not always possible within the normal workplace environment. This leads to a greater sense of trust and connectedness between people, which in turn fosters a more positive and productive work environment.

Another important aspect of organisational psychotherapy is the way in which it helps to align individual needs with the goals and values of the organisation. This is critical because it is only by understanding and addressing the needs of individuals that a company can truly thrive. For example, by exploring the needs of employees, organisations can create a culture that supports and encourages individual growth, while also aligning with the overall goals of the company. When employees feel valued and supported, they are more likely to stay with the company, perform at their best, and contribute to its success.

Moreover, the process of organisational psychotherapy also helps managers to understand and manage their own needs. By exploring the emotional and psychological drivers behind their decisions and behaviours, managers can gain greater insight into their own motivations, as well as the impact that they have on their employees. This can be particularly valuable in situations where managers are dealing with conflict or difficult employees, as it provides them with the tools and insights they need to resolve these challenges in a way that is respectful and supportive of all parties involved.

In conclusion, organisational psychotherapy is a powerful tool for helping employees and managers get their needs met. By fostering open communication, aligning individual needs with organisational goals, and empowering managers to understand and manage their own needs, this approach helps to create a workplace culture that supports and celebrates the well-being of everyone involved.

 

Hearts Over Diamonds: The Fundamentals of Organisational Psychotherapy

Are you tired of working in a toxic work environment that is draining your joy and hindering your career?

Want to be part of a positive and inclusive culture that promotes growth and well-being?

Then look no further than Hearts Over Diamonds: The Fundamentals of Organisational Psychotherapy.

In this foundational ebook, you will discover the power of Organisational Psychotherapy in transforming corporate cultures. With the right tools and techniques, you can understand how to change collective assumptions, beliefs, and behaviors that have been hindering your career development and your success. By shifting focus to everyone’s well-being, you can be part of a supportive and nurturing work environment that fosters growth and collaboration for all.

The benefits of implementing Organisational Psychotherapy are numerous and far-reaching. From increased job satisfaction and reduced turnover, to improved communication and better problem-solving skills, you’ll be better equipped to face the challenges of today’s fast-paced business environment.

Don’t wait any longer to be an active and informed player in revolutionising your organisation. Get your copy of Hearts Over Diamonds today and start your journey to a healthier and more productive career.

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Own It!: The Organisational Therapy Catechism

As an organisational therapist, I have a simple catechism that I adhere to: “The client always owns the problem, the client always owns the solution”.

This is a fundamental principle in my approach to therapy and is based on the teachings of the famous psychologist, Carl Rogers.

According to Rogers, “the only person who can change the client is the client themselves. The therapist’s role is to create a space for change to happen.” And “the good therapist is congruent, genuine, empathic, and non-judgmental”.

This means that as a therapist, I must be authentic, understanding, and non-judgmental when working with clients. I must also be congruent, meaning that my words, actions, and feelings must be in harmony with each other.

This principle is important because it recognises that the client is the expert in their own life and has the power to solve their own problems. By holding the space for the client to surface their own experiences, I can help them to reflect upon the root causes of their issues and find their own unique solutions.

For example, when working with an organisation that is facing a problem with low employee morale, I would not offer my own opinions or prescribe a solution. Instead, I would work with the organisation to explore the underlying causes of the problem, such as poor leadership, lack of communication, or an unclear company vision. By doing this, the organisation can develop its own solution that is tailored to its specific needs and culture.

I also understand that the client is not just an organisation, but also its employees and all the Folks That Matter™. This means that I choose a holistic approach to therapy, taking into account the different perspectives and experiences of all involved.

In conclusion, my catechism “The client always owns the problem, the client always owns the solution” is a key part of my approach to organisational therapy. By focusing on the client’s own experiences and working with them to find their own solutions, I can help organisations to overcome their challenges and reach their full potential.