Below we present some of the building blocks we use in our work and why we consider them significant and useful

They offer theory and practice very much in alignment with our way of thinking and we combine them in various ways when we create programs and activities.

Adult Stage Development

Why: Research shows that common patterns and incremental steps can be found when it comes to personal development; not only in children but also in adults.

This type of learning and development will play a significant part in maturing many of the capacities proven to be significant for good leadership. But the level of progress in this area cannot be taken for granted. It takes time, commitment and effort and cannot be acquired through traditional studies.

We mean that leadership development needs to include more processes designed to help leaders grow more also this area; to develop broader perspectives and greater wisdom. In our work we therefore strive to enable such processes.  

There are many front figures within this field of research but some of those we have found particularly inspiring are: Robert Kegan, Bill Torbert, David Rooke, Susanne Cook-Greuter, and Bill Joiner

For more information: see for example: http://harthill.co.uk/harthill-resources/articles-and-papers/

Neuroleadership

Why: A huge amount of research from the last 20-25 years has provided new insight into the functions of our brain. Some of these findings have also helped us understand more about the development of good leadership.

We have trained with and acquired key learning from Neuroleadership Institute. They are world leaders when it comes compiling and presenting the latest neurological findings relevant to leadership.

For more information: http://neuroleadership.com

Interpersonal Neurobiology

Why: One of the most important undertakings of leadership is to create the best conditions for a climate where people can thrive, perform and evolve.

Interpersonal Neurobiology contributes to deeper understanding of how leaders can influence circumstances important for good relationships, reduced stress, better health, and an improved sense of well-being. IPNB seeks to create an understanding of the interconnections among the brain, the mind, and our interpersonal relationships.

Whenever possible, IPNB offers an interdisciplinary approach; looking to bring a wide variety of sciences together (e.g. psychology, physics, mathematics, medicine, psychiatry, anthropology) in the search for a deeper understanding of our human conditions and possibilities.

For more information: http://drdansiegel.com

Mastering Leadership

Why: Mastering Leadership is an Integrated Framework for Leadership Development created by Robert J. Anderson and William A. Adams. Using well-established leadership theory as well as significant new findings they have built a solid theoretical and holistic approach making comprehensive data graphically accessible and easy to understand. Their methodologies bring key issues to the surface while at the same time offering much deeper understanding of leadership.

The close connection between an organizations business performance and its leadership effectiveness becomes vividly clear through long-term studies and metrics.

The Leadership Circle is a 360 instrument that does not only measure key competencies but also thinking patterns connected to underlying beliefs and assumptions. It is unique in its way of showing and bring understanding to the dynamics between patterns of action and internal assumptions that run behavior.

For more information: www.leadershipcircle.com

To handle conflict and build healthy cooperation

Why: Conflicts in the workplace can become devastating for productivity, health and well-being. Leaders need to understand the dynamics of conflict as well as being able and ready to intervene when appropriate and necessary.

Our approach and methodologies have been deeply inspired by research and studies made by primarily Thomas Jordan and Friedrich Glasl.

For more information: www.perspectus.se/tj/

Gestalt

Why: Gestalt was originally developed as a psychotherapy with a holistic and integrative approach. Through the years many of the Gestalt principles proved to be relevant and useful not only for individual development but also when working with small groups as well as large organizational systems.

Several basic Gestalt principles are more interesting than ever and some of them (e.g. presence and awareness) can be biologically explained and better understood from current research in neurobiology. Also “Paradoxical Theory of Change” (c.f. Acceptance Theory) has become more well-known and important to personal and organizational development.

Organizations as Systems

Why:To help leaders broaden and deepen their understanding of organizational systems and their dynamics.

Methodology based on theories developed by Barry Oshry.

For more information: www.powerandsystem.com

Integral View

Why: In order to highlight as many perspectives as possible when working with organizational development we use the four quadrant “integral model” developed by Ken Wilber.

Leadership Team Development

Why: The level of effectiveness in different leadership teams varies greatly. By further developing your group you can gain effect throughout the organization. We offer perspectives and tools in order to support you to lead the process yourself.

When it comes to developing leadership teams we recommend the writings of Peter Hawkins. For more info: http://renewalassociates.co.uk

We sometimes also find inspiration from the work of Meredith Belbin. For more information: http://belbin.com

When it comes to group development theories we mainly use the model developed by Susan Wheelan. For more information: http://gdqassoc.com

Immunity to Change

Why: Even when the need for personal and/or organizational development is obvious and recognized we all know how difficult most change processes turn out to be.

Robert Kegan and Lisa Lahey have created a structural approach to the process of uncovering the kind of phenomena that create a natural but powerful resistance to change. The have also created methods for discovering underlying mechanisms and unlocking individual as well as organizational obstacles.

For more information: http://mindsatwork.com

Developing Organizational Culture

When it comes to cultural work we choose our approach depending on the specific needs and situation. “Mastering Leadership Framework”, “Immunity to Change” and Barrett Culture Transformation Tools are all examples of useful theory and methodologies for cultural development in organizations.

For more information on Barret: http://valuescentre.com

Mastering Negotiations

Why: Negotiations are about mutual decision-making. It is vital for a positive outcome to be able to create good relationships as well as a fulfilling result when it comes to the concrete issues of the negotiation.

For more information: http://questleadership.se