The Big 8 - core assumptions
So that we can work with you to a tailor a suitable program, you need to understand the philosophy on which our programs are based. Fighting the urge to glaze over at the mention of the words ‘core' and ‘assumption', please take a moment to absorb our eight core assumptions.
- A systemic understanding and ability to build a network of relationships is vital. The world is a series of interlocking systems that are constantly being affected by each other.
- The ability to learn, create and innovate is essential in organisations in these times of instability and complexity.
- The public sector environment is more complex than the private sector environment.
- Shared meaning, values, wisdom and knowledge are the heart of an organisation. Motivation, partnership, shared ownership and commitment come from this.
- Cooperation within and between groups is imperative. Workplace politics, particularly unresolved conflict, require attention. Relationship-building takes time and requires the ability to relate to other people's values and social systems.
- The way people frame and map the world directly shapes how they experience and act in the world. Changing the frame changes the experience, meaning, learning and range of problem-solving options.
- Cultural change is personal change. Sweeping change takes years, and change is painful for everyone involved. Visible commitment from senior management is essential, and the more senior the person the greater the personal change required.
- People must align their thinking concerning the organisation's direction, priorities, personal meaning, services and products. Organisational structure, culture, systems, resourcing and strategy must also be aligned to the vision and mission.
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