Ever since the dawn of organisational culture, the issue of power has been central to the dynamic of human behaviour inside of organisations of all kind.
Power differentials between people are reality. The human experience of having more or less power is created around many criteria: position, experience, knowledge, education, longevity, gender, race, looks, physical size, where you live, who you know, to name but a few.
Power, and the privileges it bestows, becomes largely invisible to those who have it, unless they have learned to be conscious and aware of how to use their power wisely. The differential is always experienced most by the person who feels they have least power in any given situation.
This dynamic gives rise to a range of behaviours amongst people that can, and often do, erode the presence of a Thinking Environment. If we recognise that the quality of people’s actions, and results, is shaped and influenced by the quality of the thinking people are engaged in before and during their activities, then it surely becomes a core question for leaders in organisation to figure out how to create the conditions under which people can think for themselves, rigorously, with courage, with clarity, boldly and imaginatively.
These conditions are encapsulated in the Ten Components of a Thinking Environment. Organisational cultures that learn these behaviours, and commit to them, are organisations in which innovation, a climate of responsible risk-taking, and courageous adult relationships can thrive and bear fruit in the form of unprecedented results.
We offer a range of programmes to assist organisations and groups to transform their human culture into a Thinking Environment:
- Leadership for a Thinking Environment
- Time to Think Mentoring
- Time to Think Council
- Transforming Meetings in a Thinking Environment
- The Time To Think Diversity Programme
- The Time To Think Presentations Course
I have worked in organisations, and with teams and individuals for the last 31 years. In that time I have delivered literally thousands of interventions, from one-to-one coaching through team building, conflict resolution, leadership development and the development of high performing teams. In all my years of working in the field of developing human potential, I have come back to these observations again and again:
- Vulnerability is a key leadership competency.
- Who you are being speaks louder than what you are doing.
- There is often a significant disconnect for people between what we are saying and the message they are actually receiving.
- When people are free to be themselves in a climate of genuine interest, with clear agreements and boundaries, people, for the most part, want to grow, develop and make a contribution.
- It is in our nature, inherently, to develop our potential provided we have the right environment in which to thrive.
- Relationship is the source of results. What matters most in terms of producing results is how we are treating each other.