Considering an Agile Transformation?

Are you pondering an Agile transformation for your organisation? Here’s the rub: at best, you’re merely going to catch up with practices from two decades ago. Agile transformation, in essence, is the process of transitioning an entire organisation from its existing approach to work, to an Agile approach. This could mean adopting Scrum, Kanban, or a hybrid of multiple Agile frameworks.

So, you’ve successfully transitioned to Agile. Congratulations, but what have you actually gained? It’s now the norm, not the exception. (And Lame Agile is the prevailing norm). Agile is the minimum, not the cutting edge. It’s high time organisations moved past Agile, seeking innovative, post-Agile approaches, such as “Quintessence“.

There’s no real benefit to running a marathon, only to realise you’re still miles and decades behind the frontrunners.

Get in touch if you’re curious…

How To Support Teams’ Learning And Development Needs

Organisations can fundamentally support their teams’ learning and development needs by cultivating an environment that fosters intrinsic motivation. But how to achieve that?

One approach is the adoption of the Toyota Kata model. The term ‘Kata’, borrowed from martial arts, refers to a structured routine practiced so it becomes second nature. Toyota applies this concept in the realm of continuous improvement and coaching.

To put it simply, Toyota Kata isn’t about providing answers, but about establishing an organisational culture that motivates individuals to discover solutions themselves. This inherently appeals to intrinsic motivation, as employees are driven by the satisfaction of mastering challenges, the thrill of problem-solving, and the joy of personal development. They’re not learning and developing because they’re told to, they’re doing it because they want to.

Organisations utilising the Toyota Kata model promote a learning mindset where curiosity, creativity and resilience are valued. They foster an environment where it’s okay to make mistakes, as they’re considered part of the learning process. This can reduce or eliminate the fear of failure, which significantly hinders innovation and risk-taking.

Further, the Kata routines can ensure teams have a clear focus and direction. Through the Improvement Kata, employees are guided to understand the direction, grasp the current condition, establish the next target condition, and experiment towards that target. When people know where they’re headed and why, it encourages them to take ownership of their roles and fosters intrinsic motivation.

Moreover, the Coaching Kata supports managers in developing their subordinates by not simply providing solutions, but by asking insightful questions that encourage critical thinking. This way, managers become facilitators for growth rather than just taskmasters. This coaching approach can instill a sense of competence and autonomy, which are key components of intrinsic motivation.

Toyota Kata isn’t about achieving perfection, but about continuous learning and improvement. By acknowledging this journey and celebrating the learning process, organisations can make their teams feel valued and motivated to continue their development.

So, an organisation’s support for its teams’ learning and development needs goes way beyond merely offering training programmes or growth opportunities. It’s about creating a culture of continuous improvement and learning, fostering intrinsic motivation, and supporting this with models like Toyota Kata. When organisations achieve this, they’ll likely see not only improvements in their team’s skills and capabilities, but also enhanced engagement, productivity, and innovation.

Barriers to OP

Organisational psychotherapy, much like individual therapy, offers an avenue for addressing inherent issues and fostering growth. However, similar to individuals who resist therapy, organisations often shy away from organisational psychotherapy due to reasons that mirror individual hesitations.

One of the main barriers is the stigma associated with seeking help. Just as individuals may be apprehensive about perceived judgments when attending therapy, organisations often fear potential negative repercussions in public image. Acknowledging a need for organisational psychotherapy can be perceived as admitting that the organisation has deep-seated issues, a message many firms are reluctant to send to stakeholders.

Another significant obstacle is fear of change. People often resist therapy because they fear it might bring them to confront uncomfortable truths and provoke significant personal change. Similarly, organisations are typically resistant to substantial shifts that can disrupt established patterns, even when such change may be beneficial.

Finally, organisations, much like individuals, may lack insight into their problems or may underestimate the potential benefits of therapy. They may be locked into a particular mindset, denying the existence of an issue just as a person might not acknowledge their personal problems.

Just as these barriers can be overcome in individual therapy, they can also be addressed in organisational psychotherapy, but it requires a willingness to open up to the need for change and improvement.

What’s My New Startup, “AInklings”, All About?

We at AInklings are thrilled to have embarked on a journey to revolutionise the world of books and learning. We’ve set out to craft immersive and interactive books that transform reading into a truly captivating adventure​​. Our mission extends beyond just delivering information; we’re creating a whole new realm of learning that’s a journey of discovery. The books we offer are uniquely designed to adapt to each reader, providing personalised insights that nurture curiosity and comprehension​​.

Our team is a lively mix of authors, innovators, and dreamers, all dedicated to pushing the boundaries of the published word​​. We extend a warm invitation to you – authors, publishers, developers, marketers, and readers – to join our revolutionary adventure. We believe there’s a place for everyone in this thrilling experience we’re creating​​.

We’re also keen to keep our community informed and engaged. Through our LinkedIn group, we share exciting updates about our company and the broader world of literature. We’re standing on the brink of a major shift in the publishing industry, and we’re thrilled to welcome you to this exciting journey into the future of learning through reading​​.

Management Practices and Collective Psyches

At a glance, management practices seem to emerge from a combination of managerial experiences, organisational traditions, business school teachings, and so on. But if we delve deeper, we’ll find that these practices are rooted in the underlying assumptions and beliefs of managers and their colleagues. This deeper layer, what we as organisational psychotherapists term as the ‘collective psyche’ of the organisation, plays a crucial role in shaping its management practices, and in selecting which practices apply.

This collective psyche, composed of the organisation’s shared assumptions and beliefs, acts as the foundation for how an organisation operates and makes decisions. It’s not just about what is explicitly taught or conveyed; it’s the unwritten, unspoken ‘truths’ that permeate the organisation. It’s about how employees perceive the organisation’s goals, how they view their roles within the business, and what they believe to be the ‘right’ way to do things.

For instance, an organisation that collectively values innovation will likely adopt management practices that promote creativity and risk-taking. Conversely, an organisation that holds conservative beliefs may implement more risk-averse and hierarchical management approaches.

These assumptions and beliefs also influence how an organisation reacts to challenges and changes. The collective psyche can either facilitate adaptability and resilience, or it can lead to resistance and rigidity.

It’s important to note, however, that this collective psyche isn’t static. It evolves over time, shaped by experiences, leadership, external influences, and even the individual beliefs of employees. It’s a complex and dynamic construct, deeply interwoven with the fabric of an organisation’s culture.

Thus, while we may see management practices as coming from experience, training, and tradition, they fundamentally spring from the organisation’s collective psyche – its shared assumptions and beliefs. This understanding highlights the importance of aligning management practices with the collective psyche, as well as nurturing a healthy, positive collective psyche within an organisation.

It also explains the key benefit of #OrganisationalPsychotherapy – enabling organisations to surface and reflect on their all to often submerged collective psyche.

Drucker On The Collective Memeplex

Peter Drucker, one of the most influential management thinkers of the 20th century, had a lot to say about collective assumptions and beliefs in business. In his opinion, these elements are often deeply foundational to an organisation’s culture, influencing its strategy, operations and performance.

Drucker argued that the assumptions and beliefs shaping a business’s actions aren’t always explicit. They’re often unconscious, becoming part of the organisation’s culture. He referred to these implicit beliefs as the “theory of the business”. According to him, every organisation, whether it knows it or not, operates on such a theory.

For Drucker, this theory was essentially a set of assumptions about what a company gets paid for. It’s about understanding the reality of the business, its markets, its customers, its core competencies, and its societal role. These assumptions guide behaviour, decisions, and the direction of the organisation. They set boundaries and establish guidelines within which decisions are made and actions are taken.

However, Drucker warned of the dangers of clinging too tightly to these assumptions. He believed that businesses get into trouble when their environments shift but their theories of the business don’t. This, he argued, is why innovation and ongoing analysis are critical. Companies must continually question their assumptions, keeping them in line with changing realities.

He also believed that it’s important for these collective assumptions and beliefs to be shared across the organisation. If employees don’t understand or don’t buy into these beliefs, there’s likely to be confusion, inefficiency, and a lack of coordination. This can result in subpar performance.

In sum, for Drucker, collective assumptions and beliefs play a crucial role in shaping an organisation’s actions and performance. However, businesses must also be ready to challenge and adapt these assumptions as conditions change, ensuring that their theory of the business remains relevant and effective.

How Do We Change a System That Doesn’t Want to Change?

Changing a system that doesn’t want to change is hard. To do so invites us to focus on needs, not wants. Wants are like wishes, but needs are what drive action. So, change requires us together to change what the system needs.

This means we need to change what the people who own and run the system need. They decide how the system works. Their needs shape it. For positive change, their needs must fit with the changes we need.

One way to do this is to invite folks to consider why the change is good. Let’s say a business is reluctant to address “people issues”. By illustrating, with dialogue, how people are central to them getting their needs met, work can be easier, save money, and make customers happier.

Organisational culture is also key. It’s like the personality of the business. It decides how people think and act at work. If we can change this culture, it can also change what the system and those in charge of it need.

In the end, changing a system is about changing its needs. This can help bring the change we all need.

Organisational Culture – Myths And Realities

“Organisational culture thrives not on shared values, but on shared assumptions and beliefs.”

This provocative statement challenges the traditional concept of organisational culture and urges us to consider the power of shared assumptions and beliefs in sculpting an organisation’s culture.

Undoubtedly, shared values, often glorified as the linchpin of organisational culture, capture public attention. However, they tend to merely reflect an organisation’s surface level, its external face. What Argyris refers to as “espoused theories” – as contrasted with “theories-in-use”.

Espoused (shared) values represent an organisation’s idealised image, often disconnected from the daily operations and attitudes.

In contrast, shared assumptions and beliefs serve as the bedrock of organisational culture, shaping how members perceive, think, and feel about the organisation.

These shared assumptions and beliefs, often unspoken and unconscious, influence the very DNA of an organisation. They are deeply embedded within the organisation’s psyche and dictate how members interact, respond to challenges, make decisions, and even perceive success. For instance, an organisation might unconsciously assume that hierarchy determines decision-making power. This underlying belief, despite any officially stated value of employee empowerment, would guide behaviors more effectively, subtly shaping the real culture of the organisation.

A shift in focus towards shared assumptions and beliefs allows us to better understand and influence organisational culture. Acknowledging their influence demands an examination of the deep, often unseen, layers of an organisation’s culture. It’s through this understanding that an organisation can align its actions with its aspirations, driving more authentic, powerful cultural transformations.

Summing up, “shared values” fail to penetrate the complex, dynamic, and profound realm of organisational culture. Instead, it’s the shared assumptions and beliefs that govern the way organisations truly operate, underpinning the entirety of an organisation’s culture.

Hence Organisational Psychotherapy.


Breaking Free from Toxic Assumptions: The Hidden Impact on Employee Mental Health and Wellbeing

Isn’t it troubling when organisations cling to strategies and practices driven by relatively ineffective shared assumptions and beliefs? Why do they persist with such approaches when they are so detrimental to the mental health and wellbeing of the folks involved?

Maybe it’s time to consider how these unhelpful practices might foster a toxic work environment, leading to burnout, stress, and even depression? Can you imagine the impact of constantly being expected to conform to outdated beliefs or having one’s creativity stifled due to the rigid adherence to such notions?

Wouldn’t it be true to say that such an atmosphere might undermine the confidence of employees, making them feel undervalued and demotivated? Can we not see how this might breed a culture of fear, where individuals are reluctant to speak up, challenge the status quo or even suggest innovative ideas?

Is it not alarming that by sticking to these relatively ineffective assumptions and beliefs, organisations might be inadvertently contributing to the erosion of trust and collaboration among colleagues? Could this not lead to a fragmented work culture where employees feel isolated and unsupported?

What if, by ignoring the implications of such behaviours on mental health and wellbeing, organisations are sowing the seeds for long-term problems? Might they be unknowingly compromising productivity, job satisfaction, and employee retention in the process?

Isn’t it high time that organisations re-evaluate their strategies and practices to ensure a more supportive, inclusive, and mentally healthy environment for their employees?


Quintessential Business, and Software Development, Too!

Introducing “Quintessence” – the definitive guide to effective software development and business success! This groundbreaking book is now more powerful than ever with the integration of ChatGPT-enabled interactivity.

Unlock the secrets to turbo-charging your software development approach, optimising your business strategies, and catapulting your venture to new heights.

“Quintessence” is your indispensable companion, offering a wealth of knowledge, strategies, and practical advice that will transform your approach to software development and entrepreneurship.

With the added power of ChatGPT, you’ll have an unparalleled interactive experience. Dive into any topic or question and get instant, tailored feedback, enabling you to explore the content in a way that’s customized for your unique needs. Empower yourself to tackle challenges head-on, and access a whole new world of possibilities.

Don’t miss out on this revolutionary blend of knowledge and cutting-edge technology. “Quintessence” is your roadmap to mastering the art of effective software development and driving your business to extraordinary success. Get your copy at LeanPub today and prepare to be amazed!

Effective Software Development

Everyone in the software industry (managers excepted) knows the following is true, yet nobody wants to talk about it:

Effective software development is entirely incompatible with typical (hierarchical, command-and-control) management.

After 50 years in the industry, I’d go so far as to say:

Effective software development is entirely incompatible with ANY known form of management.


Place managers in charge of software development and it can NEVER be ANYTHING but ineffective (high costs, low quality, poor due date performance, lack of innovation, etc.).

NB Applies more broadly, beyond the domain of software development, too.


The reasons for this incompatibility can be explained as follows:

1. Creativity and innovation: Software development is a highly creative and innovative process that often requires developers to think out of the box, experiment, and come up with novel solutions. A hierarchical management structure stifles creativity and inhibits the free flow of ideas, emphasising, as it does, strict adherence to rules and policies.

2. Responsiveness and flexibility: In the rapidly changing world of technology, software development teams need to be responsive and adaptable in order to respond quickly to changes in requirements, market conditions, approaches, and user feedback. A command-and-control management style, which relies on rigid plans and mandated approaches, tools, makes it difficult to impossible for teams to pivot and adapt as needed.

3. Collaboration and communication: Effective software development relies on close collaboration and communication among team members with diverse skills and expertise. Hierarchical management structures create barriers to communication, with information flowing primarily up and down the chain of command, rather than freely among team members.

4. Autonomy and motivation: Software developers tend to be highly skilled, motivated individuals who thrive on autonomy and the ability to make decisions about their work. Command-and-control management undermines their motivation by imposing external control and limiting their decision-making authority.

The broader point being made in the corollary statement is that traditional hierarchical management is never the best fit for software development, and that organisations might choose to consider alternative organisational styles and structures that are more conducive to the unique demands of software development.

This idea can indeed apply beyond the domain of software development, as many industries are increasingly recognising the need for more responsive, collaborative, and flexible management approaches to drive innovation and adapt to rapidly changing environments.

Traditional Books and E-Books Are a Pain

Traditional books have several pain points that can be addressed by AI-enabled interactive books. Firstly, traditional books are static, providing a one-size-fits-all experience that does not account for the unique needs and preferences of individual readers. Secondly, they lack interactivity and engagement, making it difficult for readers to stay focused and motivated. Lastly, traditional books do not provide real-time feedback, making it challenging for readers to track their progress and adjust their learning approach.

AI-enabled interactive books like Quintessence solve these problems by providing personalised learning experiences, interactivity, and, in the near future, real-time feedback.

They use AI technology like ChatGPT to adapt to the needs and preferences of individual readers, making the learning experience more engaging and effective. Additionally, they will soon be able to provide real-time feedback and assessment, allowing readers to track their progress and adjust their learning approach accordingly. Overall, AI-enabled interactive books represent the future of learning and reading, offering a new level of engagement, interactivity, and personalisation.

And with AInkling’s Sidecar technology, all titles can become AI-enabled, no matter whether new titles or well-loved old ones.

Understanding Undiscussables with ChatGPT

Hello there! Let’s talk about understanding “undiscussables” with ChatGPT! Undiscussables can be tricky to navigate in any organisation, but luckily, my book “Quintessence” has a whole chapter dedicated to this topic, and with ChatGPT, you have a powerful tool at your fingertips to help you explore this meme further.

We believe that an interactive book is a better way to learn. That’s why we’ve made sure that our book is highly engaging and encourages readers to participate in their learning. With our interactive book, you can explore the “undiscussables” meme and its implications for your organisation, while also getting a deeper understanding of the other 70+ memes we cover.

One of the most exciting features of our interactive books is the pre-written chatbot prompts. With ChatGPT, you can explore “undiscussables” in a conversational format. The chatbot will guide you through different scenarios and offer ideas for how to handle undiscussables in your organisation.

If you’re looking to dive even deeper into e.g. the “undiscussables” meme, then you’ll love our learning paths. Our learning paths are curated collections of prompt and exercises that are designed to take you on a journey of discovery. With our “undiscussables” learning path, you’ll explore the origins of this meme, the different types of undiscussables that can exist in an organisation, and strategies for how to address them.

Overall, understanding undiscussables with ChatGPT is an exciting and rewarding experience. With our interactive book, pre-written chatbot prompts, and learning paths, you’ll have all the tools you need to explore this meme in depth and make positive changes in your organisation. So what are you waiting for? Let’s get started!

AI-enhanced Interactive Books

AI-enhanced interactive books, such as Quintessence, represent the future of all books, particularly nonfiction books. With AI technology, these interactive books can offer personalised learning experiences tailored to each individual reader’s needs, preferences and learning styles. As AI technology continues to evolve, these books will become more sophisticated, providing more advanced and intelligent features such as speech recognition and natural language processing. This will allow readers to interact with the book in more natural and intuitive ways, making the learning experience even more engaging and effective.

Additionally, AI-enhanced interactive books offer the potential for real-time feedback and assessment, allowing readers to track their progress and receive immediate feedback on their learning. Overall, the future of books is exciting, and with AI technology, we are only just beginning to scratch the surface of what is possible.

Take a look at the emerging field of interactive books at:

Interactive Book: Quintessence

and check out the preview chapter on “Undiscussables“.


The Hidden Biases That Keep Us Hooked on Management

💡 Are you tired of relying on the idea of “management” as the default solution to organisational problems?

➡ The strong inclination towards management as a solution for organisational problems can be influenced by bias in a variety of ways. These include:

  • Cultural bias: Western cultures tend to place a high value on individual achievement and personal success, which can lead to a focus on hierarchical management structures as a means of exerting control and achieving results.
  • Confirmation bias: Organisations and individuals may be predisposed to seeing management as the solution to problems, leading them to selectively seek out and interpret information that supports this view.
  • Limited perspectives: Management can be seen as the default solution for organisational problems due to a lack of consideration or awareness of alternative approaches or perspectives.
  • Financial incentives: Financial incentives can create a bias towards management as a solution, particularly among those who stand to benefit financially from its implementation.
  • Management industry: The management industry has a vested interest in promoting management as the solution to organisational problems, which can create a bias towards this approach.

Upton Sinclair’s dictum,

“It is difficult to get a man to understand something, when his salary depends on his not understanding it,”

is particularly relevant in this context. Financial incentives and the influence of the management industry can create a powerful bias towards management as a solution for organisational problems, particularly when individuals stand to benefit financially from its implementation.

To address bias towards management as a solution, it is important to maintain an open mind, seek out diverse perspectives, and evaluate potential solutions based on their effectiveness rather than defaulting to a particular approach. This may involve exploring alternative management styles, such as servant leadership, or considering other approaches to addressing organisational challenges, such as self-organising teams, #Fellowship, and #NoManagement.

By remaining open to new ideas and approaches, organisations can avoid the limitations imposed by bias and better address their challenges and opportunities.

A Quick Dive into Organisational Psychotherapy

💡 Are you tired of watching your people struggle with collaboration and communication? Discover the groundbreaking approach of organisation psychotherapy, where the power of self-reflection and shared beliefs can unlock your people’s true potential, transforming your business into a thriving and harmonious powerhouse.

➡ Organisation psychotherapy is an approach that helps businesses and their people navigate complex challenges by delving into shared assumptions and beliefs. It’s a journey that encourages open communication and fosters self-reflection to create a healthier, more effective and productive work environment.

In this process, a skilled facilitator accompanies the organisation, guiding them through thought-provoking discussions, enabling them to surface any unconscious or unexamined beliefs that may be hindering their progress. By shedding light on these underlying assumptions, the organisation can then reflect upon them and determine if they’re helping or hindering the growth of the business.

It’s important to note that this isn’t a one-size-fits-all solution; it’s a tailored experience that adapts to each organisation’s unique culture and circumstances. The facilitator works closely with the company’s people to create a safe and trusting environment, ensuring that everyone feels heard and respected.

Organisation psychotherapy is all about fostering honest conversations and nurturing self-awareness. By addressing shared beliefs and assumptions, people can better understand each other’s perspectives, and ultimately, work more effectively together. It’s an empowering journey that encourages everyone involved to take responsibility for their role in the organisation’s success.

In summary, organisation psychotherapy is a transformative process that accompanies businesses and their people in surfacing and reflecting on their shared assumptions and beliefs. By doing so, they can cultivate a more harmonious and productive work environment, paving the way for long-lasting success.


And Now For Something Completely Different…

Have you thought about what lies beyond the Agile horizon? Well, it’s something completely different. Companies are now shifting focus towards systems thinking and addressing whole-organization issues. With the changing demographics of the workforce, it’s essential that companies adapt accordingly. It’s no longer about processes, but about embracing culture changes to truly thrive in this dynamic landscape. Companies need to foster a more joyful, inclusive, and collaborative environment that promotes engagement, innovation and adaptability. Exciting times ahead, right?


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.

Collaborative Knowledge Work and Management: A Mismatch Made In Hell

Hey there, have you ever heard of the phrase, “the best kept dark secret in the tech business”? It’s a term that’s been circulating around the industry for a while now and it’s all about how management is totally incompatible with collaborative knowledge work.

It may seem like a shocking statement, but when you really think about it, it makes sense. Traditional management styles are all about hierarchy, control, and rigid processes, while collaborative knowledge work thrives on autonomy, creativity, and flexibility. When you try to force these two worlds together, it inevitably leads to frustration, burnout, and failure.

The reality is that most managers in the tech industry are steeped in old-school management techniques that were developed for manufacturing and other industries with repetitive processes. These techniques simply don’t work in a knowledge-based environment where the work is complex, dynamic, and constantly evolving.

Traditional management needs rethinking and sidelined to suit the context of collaborative knowledge work. This means empowering employees, encouraging experimentation, and creating a culture of trust and transparency.

So, what do you think? Have you noticed any clashes between management and collaborative knowledge work in your own experiences?

A Generic Conference Submission On Quintessence


Quintessence: A Radical Approach to Effective Software Development


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


  • 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


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


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.

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