Where do words come from?

Where do words come from?

Where do words come from?
NIODA Seminar Dr Janet Duke

4 September 2019

NIODA Seminar Dr Janet Duke

Where do words come from?  My journey of transformation from the ‘perfect active obstetrician’ to the ’contemplative spiritual director’ who works from the place of the unknown, utilising the lenses of Wilfred Bion and Quaker Spirituality. 

Janet graduated from Monash University B.Med.Sci(Hons); M.B.B.S (Hons).  After the usual early postgraduate years, she trained as an obstetrician and gynaecologist at RWH in Carlton being the first woman for 25 years to do so and won the F.J.Browne medal for RACOG for her membership examinations. She then travelled to Glasgow to complete her postgraduate studies and during this time won the Gold Medal of the RCOG College. In 1983 she returned to Melbourne as the RACOG College Research Fellow. Janet was also a Fellow in Clinical Genetics at the RCH and RWH for several years.
Her love of patient contact and obstetrics resulted in her appointment as Consultant Obstetrician at RWH in 1986 and the start of a very busy private practice.
In the late 1980’s she was very involved with the start of the Centre Against Sexual Assault at RWH and was on the Board and Honorary Consultant Gynaecologist until the late 1990s. During this time she was appointed as one of the first three Advisors re Sexual Assault to the Anglican Archbishop of Melbourne.
Her involvement with the RACOG at governance level started in the 1980s with her election to the State Committee. In 1992 she was elected to the Federal Council of the College. She was actively engaged in working for part-time training and the Women’s Careers Committee.
In 1998 with the creation of the Royal Australasian College of Obstetrics and Gynaecology she was the inaugural Honorary Secretary for two terms. During this time the college ethics committee was created. Janet also served on the AMA Ethics Committee as the College’ representative.
In 2006 whilst still working full time she started for training as a Spiritual Director at WellSpring part of what is now the University of Divinity. She completed a Grad Dip in 2008. She then undertook a MA in Spiritual Direction rewriting Winnicott’s writing on the Holding Environment from a Spiritual Director’s perspective. She has a Grad Certificate in Supervision.

In late 2013 Janet commenced a part-time PhD entitled Where do words come from? An autoethnographic study of the journey of transformation from the active “perfect” obstetrician to the contemplative Spiritual director who can work from the place of the unknown. She is using the lenses of the writings of Wilfred Bion and aspects of Quaker Spirituality to analyse her data.
Janet ceased medical practice in 2016 and plays bridge as well as working as a spiritual director.
Janet has a very large stepfamily having inherited nine stepchildren when she married in 1984. Her late husband David was an Anglican priest and they had 31 very happy years together. She revels in her 13 grandchildren and four great garland children.
In 2019 she was awarded on OAM for services to Obstetrics and Gynaecology.

Dr Janet Duke Seminar

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Dr Janet Duke

6-8 pm Wednesday 4th September 2019, for $65 at level 7, 341 Queen Street, Melbourne, Australia.  Register now!

When & Where

Dr Janet Duke Seminar

Where do words come from?

Date

Wednesday 4th September 2019

Time

6 – 8 pm

Location

Level 7, 341 Queen Street, Melbourne, Australia

About NIODA

The National Institute of Organisation Dynamics Australia (NIODA) offers internationally renowned post-graduate education and research, and decades of experience consulting with Australian organisations. In 2018, their annual Symposium will explore the dynamics of interoperability and work within the emergency and trauma sectors.

The study of organisation dynamics brings together socio-technical and psychoanalytic disciplines to explore the unconscious dynamics that exist in every group, team or organisation. Learning more about these theories, and reflecting on the experience of them, can support leaders and managers to unlock great potential in their organisations, tackling issues through a whole new light.

Contact

info@nioda.org.au

Get In Touch

3 + 11 =

PO box 287, Collins Street West  Melbourne  8007  Australia
+61 414 529 867
info@nioda.org.au

Writing workshop

Writing workshop

Writing Workshop

This workshop aims to help participants become authors of their written pieces; to discover the role of author; to allow their imagination to flourish. And it also looks to the fundamentals of good writing and editing.

Thursday, Friday & Saturday 3-5 October

Three-day writing workshop in Fingal, Victoria

Writing Workshop with Dr Susan Long

Prof Susan Long, author of many books and peer-reviewed articles, is offering a writing
workshop for those who want to find the genuine author in themselves. Writing can take many forms: academic theses, research reports, persuasive items, business reports, journalistic pieces, novels and poems. Although having different purposes and audiences, all writing can be creative, and all messes can be cleaned up later.  This workshop aims to help participants become authors of their written pieces; to discover the role of author; to allow their imagination to flourish. And it also looks to the fundamentals of good writing and editing. 

Participants will approach questions such as:
Why do I want to publish?
Who is my audience?
How do I choose a journal or publisher?
What do reviewers and editors look for?
How can I manage time for writing?
How do I present and develop an argument?
How should I work with case study material?
How can I understand and develop my style?
There will be time for writing and gaining feedback.

“And by the way, everything in life is writable about if you have the outgoing guts to do it, and the imagination to improvise. The worst enemy to creativity is self-doubt.” 
– The Unabridged Journals of Sylvia Plath

‘the idea of just wandering off to a cafe with a notebook and writing and seeing where that takes me for awhile is just bliss.
– J. K. Rowling

Writing Workshop

Day(s)

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Writing Workshop

9.30am Thursday 3rd October to 4.30pm Saturday 5th October 2019, for $975 plus $190 accommodation including GST in Fingal (near Cape Shank) Victoria, Australia.  Places limited .. don’t miss out!

When & Where

Writing Workshop

Date

Thursday 3rd October to Saturday 5th 2019

Time

9.30am Thursday – 4.30 pm Saturday

Location

In a lovely country homestead and nearby cabins Fingal, Victoria, Australia

About NIODA

The National Institute of Organisation Dynamics Australia (NIODA) offers internationally renowned post-graduate education and research, and decades of experience consulting with Australian organisations. In 2018, their annual Symposium will explore the dynamics of interoperability and work within the emergency and trauma sectors.

The study of organisation dynamics brings together socio-technical and psychoanalytic disciplines to explore the unconscious dynamics that exist in every group, team or organisation. Learning more about these theories, and reflecting on the experience of them, can support leaders and managers to unlock great potential in their organisations, tackling issues through a whole new light.

Contact

info@nioda.org.au

Get In Touch

3 + 3 =

PO box 287, Collins Street West  Melbourne  8007  Australia
+61 414 529 867
info@nioda.org.au

‘This’ by Susan Campbell, NIODA graduation

‘This’ by Susan Campbell, NIODA graduation

‘This’ by Susan Campbell, NIODA graduation speech 2018

   The poet Marie Howe wrote ‘This’ following the experience of caring for her brother before he died at age 28. It’s called ‘The Gate’. I had no idea that the gate I would step through to finally enter this world would be the space my brother’s body made, he was a little taller than me a young man but grown himself by then, done at 28, having folded every sheet and rinsed every glass he would ever rinse under the cold and running water. “This is what you’ve been waiting for” he used to say, and I’d say “What?” and he’d say “this” holding up my cheese and mustard sandwich and I’d say “what?” and he’d say “this” sort of looking around.

I’m sure this is an unexpected poem for  graduation speech, allow me to attempt to explain how my ponderings on this poem resonate with my experience of being a student at NIODA.

In the poem juxtaposed in the devastating scene of impending death is the honouring of ‘this’. ‘This’ is not listed on the Graduate attributes or profiled on NIODA’s website, yet I believe it is woven throughout or perhaps the bedrock upon which everything else rests. It is something that this course has embedded and growing in me. ‘This’ is the acknowledgment of the rich present moment authentic human experience. ‘This’ is the honouring of the now, noticing surroundings paying attention, real attention to the lived experience above and below the level of consciousness.

When my daughter is practicing piano I say to her “pay attention so you can learn” but my course has encouraged me to learn so I can pay attention. I have a hunch that knowing more about the ‘this’ and being attentive to the ‘this’ is what makes us more effective leaders and managers than we were three years ago.

“This is what you’ve been waiting” for he used to say to me and I’d say “what?” and he’d say this holding out my cheese and mustard sandwich and I’d say “what?” and he’d say “this” sort of looking around.

What we have been learning about, and being formed in, is delightfully ordinary. The context of our experiences and our learning is played out in the cheese and mustard sandwichness of the world of work. Of the places where we spend so many hours each week, of the offices and virtual meeting rooms and desks we commute to day after day after day, groups of people talking, listening, emailing, writing, penning plans, writing reports, proposing changes, creating, designing, problem-solving, achieving goals, getting stuff done. We’ve learnt about the ever-present timeless culture soaked dynamics of people, ordinary, common, familiar, yet our knowledge and experience is about the deep powerful complex dynamics of what occurs in groups. Envy, trust, collaboration, competition, task avoidance, collusion, dependence. The unconscious group dynamics that occur in a split second
and change the direction of an organisation, the tremor with butterfly wings, and the dynamics that can develop and grow slowly, a deep undercurrent gradually heaving and groaning silently influencing people’s behaviours actions and experiences, elephants in boardrooms.

“This is what you’ve been waiting for” he used to say to me and I’d say “what?”. Oh how many at times we have expressed ‘what’ over the last three years. ‘What’ was found in the confusion of small study group sessions, and in question marks scribbled in margins of complex readings. ‘What’ was communicated between us in eye contact at a Group Relations Conference, or in phone calls and late nights before essays were due. ‘What’ was exasperatingly murmured or shouted in our home offices as we wrestled with unfamiliar and complex ideas.’What’ was sighed as we left a consulting interview filled up with data wondering how we would ever untangle it and make sense of it all, but true to the ideals of an authentic educational experiences and in the passing of time and very hard work, the ‘whats?’ lost their frequency and their potency. Tight-fisted anxiety morphed into open-handed silence, enabling more confident and comfortable pondering and thought making. ‘What’ moved over and made room for other expressions, aaah ah huh I think I get it! I know, and I know that I know, and in knowing that I know, I know there are also alternative possibilities.

“This is what you’ve been waiting for” you used to say to me. ‘This’ is what I reckon our teachers were looking for and listening for in pre-enrolment interviews, a hint or a whiff of ‘knowing’. Intuition, a hungry desire to grow that part of us which feels when something’s not right or there’s something different or something more. Perhaps, unconsciously and deeply we’ve already known some of this stuff, as Bollas would say our ‘unthought known’. Awareness of what has always been there, yet has not been able to be thought about, and made sense of yet, what we have been waiting for in us. I anticipate, based on the evidence of the last three years that fleeting micro experiences will occur again and again.

That ‘this is what you’ve been waiting for’ moments will happen, maybe when we notice our somatic experiences during a conference and consider what they might mean, or if we facilitate a reflective time at the end of a meeting and we hold the silence, and hold it and hold it and hold it long enough for a sigh or a shift in the seat or a comment a vulnerability and honesty that changes the trajectory of the meeting, or will ask the seemingly left-field question during an interview that jolts and disturbs and leads to new awareness and information. We’ll listen for metaphors, we’ll keep crayons in our desk drawers, we’ll pay attention to our dreams, we’ll raise our eyes from squinting at an organisational problem, to standing back and seeing the broad view, the historical view, the political view, the gendered view, the cultural view, the whole system, and we’ll also lean in towards the problem we’ll look down at the black dark water surrounding it and with a combination of cautious wisdom, courage and humility, we’ll feel what’s below the surface, we’ll feel it with our eyes and our ears and our emotion and our intellect, we’ll draw on the theoretical understanding of all Bion and Benjamin, Hoggett and Hirschhorn, of Long, Newton, Nossal and Harding, and of my colleagues Olver, Grace, Lee and Pearce. Then we’ll revisit that problem with a new perspective raise what was hidden below the surface, allow for creativity and new solutions.

‘This is what we’ve been waiting for’. “This is what you’ve been waiting for” he used to say to me and I’d say “what?” and he’d say “this” sort of looking around.

My final comment is about the this ‘this’ out there on the streets of Melbourne an ordinary Tuesday night, but what’s happening in here? Extraordinary! Lets, my friends, hold this ‘this’. Let’s honour it, celebrate it, the investment, hours hard work, sacrifices, pain points, and the fun, the laughter, the joy of learning, the friendships, the opportunities. ‘This’ sort of looking around we see others who are here with us.

We won’t, but if we could, we could rip a corner off our certificates and give them to our partners Rowan, Jurgen, Tim, Monica and Christine, and another piece would be torn off and given to our kids and friends and colleagues and family members who have read our essays, looked after our children, cooked our meals, and had many many nights and weekends without us as we have studied. And a strip of it to our organisations who have supported us and given us much juicy data with which to reflect. And another portion, may be the bit with the logo, is owed to the board, committee members, admin staff and volunteers who provide all the scaffolding and supports for NIODA to exist. And a final strip, perhaps the largest, is for our teachers Claes, Wendy, Caroline, Susan and most particularly Brigid and Wendy who have carefully, thoughtfully, and expertly walked alongside us as we have learned, our sincere thanks.

This is what we’ve been waiting for.. ‘This’

 

‘This’ by Susan Campbell, NIODA graduation speech 2018

 

Would you like to read more? Check out this… Alumnus insights address to the graduands by Deb Martindale

Alumnus Insights

Alumnus Insights

Address to the NIODA Graduands from alumnus, Deb Martindale (RMIT Organisation Dynamics Masters Graduate 2009)

   What a great privilege it is to be here with you tonight. I feel very humble. Between you and our new mutual friends Bion, Trist, Chapman, Alderfer and the rest of the gang, I’m a lot more like you than I am like them!

I’d like you to imagine me here with a large pair of very obvious biggles-style aviator goggles. For this is what I drew in a self-portrait of myself at the very juncture that you find yourselves at, almost a decade ago.

In 2007 I wandered into John Newton’s office at RMIT to talk about studying organisation dynamics. He gave me what I would now say was an inappropriately low level of warning about the fact that in taking up this study, my whole perspective of the world was about to change. Naively, I was about to put on these big ‘ole goggles and wipe my eyes in disbelief, immerse myself in what I could see that I hadn’t seen before, sit in circles full of chairs and explore the thin air, marvel at the interplay and the insight that I could now grapple with, and then – oh no – discover that my new goggles were permanent!

Organisation dynamics indeed. I saw team conflict, project inertia, scapegoating, collaborative initiatives, global politics, community outrage or apathy, my family Christmas, and even the election of Donald Trump, differently. Through the rich syllabus that you have been learning, I too have learned, I have been changed, and I – you – cannot unlearn, cannot hit pause or pack this course away on the shelf, filed under ‘Masters completed, well done’. What a gift. We are so lucky to have experienced an education that is so much more than knowledge. It is, as the sticker on the box promises, experiential, unconscious, challenging and ultimately enlightening.

And so you may well be asking yourselves, what happens next?

I felt a bit awkward about my new goggles when I graduated. I certainly didn’t feel confident talking to the non-goggles wearers about what I could see. At that time I was an executive in the public sector, working with communities recovering from the 2009 Black Saturday bushfires, and working in what had become a sector being scrutinised through the lens of a Royal Commission. I have for some years since served as a consultant to the emergency management and other government and not-for-profit sectors.

I wonder if you, like me, wonder how you will keep your learning alive, share your knowledge with others, and integrate this way of thinking into your work? My message really, is that firstly, you absolutely can. And that secondly, your commitment and at times your courage to do so, will absolutely be worth it.

Of course you have different options before you:
1. Perhaps this study is a step towards a new career path specialising in socio-analysis and organisation dynamics.
2. Perhaps, like me, you hope and plan to integrate and apply your learning to your current organisation or sector.
3. Or perhaps this has been deeply personal and intellectual. About your own resilience and ability to think about the world that we live in. That too, is surely noble enough.

For me, I have gradually grown in confidence and aptitude to share my thinking and my insight, backed up when required by my learned colleagues (ahem) Freud and Hirschhorn and Berg. I have also found this way of thinking an incredibly powerful way to reflect, and to ever so gently influence and encourage my clients to reflect with me.

Generally, I find that people are curious, and willing to explore with me. My at times clumsy recall or interpretation of the literature is rarely refuted or shut down, and more often humoured until we can arrive at an analogy or example that makes more sense. And of course over time, I have found what works for me, as you will find what works for you. The craft of exceptional management and leadership is perpetual, and the best of your peers will want to learn with you.

Importantly, I personally draw comfort and strength being able to explore the complex dynamics I find myself in. Sometimes this is represented in my ability to anticipate what will occur, or what may be needed. At other times it is the patience and capacity to sit with the unknown, or to hold it for others. And at other times it is simply that I can fall back on clear principles around task, role, system and self, and enter the room with this on my side. Have faith that this is what you have ahead of you. You have invested in your way of thinking and your ability to interact with or help others, forever.

I shouldn’t imply that it has always been easy, or that I’ve entered into this work so confidently. “Oh hi client, I’m just reading through your proposed workshop agenda and I know you think you have a solid outline here, but actually it’s filled with irrational, paranoid- schizoid social defenses against what you actually need to discuss, and is perhaps a mirroring of the very problem you seek to address as an organisation.”

Clearly we have to pick our moments and be clever.

In Practice

I hope you won’t find it indulgent if I share a couple of real-life examples, big and small, of how this learning has enabled me to work differently, and I hope, to positively contribute to the world I live in. Let’s start with the bigger of the two.

As I mentioned, I work quite a bit with emergency service organisations who operate before, during and after emergencies. In fact, most of my work with these organisations is as a facilitator of inter-organisational initiatives. Strategies, workshops, formal reviews, the introduction of new programs. Inter-organisation dynamics are my favourite. I am just a minnow in a massive enterprise of literally hundreds of thousands of emergency service personnel. I can’t fight a fire or intervene in a crisis or assist you in a medical emergency, but I can help. I know that my expertise in planning for, sitting with, and responding to different dynamics is useful. I can identify and call out the difficult or uncomfortable dynamics of collaborating, sharing, feeling vulnerable in front of peers, feeling burdened by others. And I can see the unspoken impacts on the sector during difficult events and in an era of great change. I can make a difference to progress, and support sector leaders to have courage or confidence in advancing change. Ultimately, I play a small part in reducing your risk and improving your safety.

On a smaller scale, I’ve recently been reflecting with a colleague who experienced overt (and I should add illegal) discrimination in the workplace. Rather than simply see this as an inappropriate act by an individual or small group, we have been meeting to explore the system and dynamics that enabled or even inadvertently nurtured this scenario into life. It has been a deeply engaging discussion, and so practical. We have shared lots of ‘aha’ moments and ‘oh-no’s’ and even some laughs about the naivety of organisation policies, training courses and culture surveys. I know that my colleague has appreciated this opportunity and I am grateful for it too. Without the goggles, I would have simply shared her outrage and wondered what was happening in the world.

——–
And so, graduates of 2018, muster all the courage that you can to share the world as you now see it. To reflect, and to apply your learning in any aspect of your life.

Goodness knows we need a deeper, richer, more complex way of thinking and talking together in our society today. And we need people who can help others to have those conversations. I don’t want to overwhelm you, but it behoves me to say, that this could be you!

For now, celebrate your amazing achievement. My deepest congratulations to you for making sense of those many papers, of embracing the circles of chairs, of sticking with your education in the midst of busy lives, and for your mastery of thought and analysis. Although this evening marks the end of something significant, my hope that for you is that it is just the beginning.

Ms Deb Martindale
Alumnus, Organisation Dynamics
Founder SentientCo

December 2018

Leading and Managing in the Emergency and Trauma Sectors Symposium

Leading and Managing in the Emergency and Trauma Sectors Symposium

NIODA SYMPOSIUM 2018

Leading and Managing in the Emergency and Trauma Sectors Symposium

Exploring the dynamics of interoperability before, during and after crises.

Saturday 15th September 2018

Friday 14th optional pre-symposium dinner & accommodation

Leading and Managing in the Emergency and Trauma Sectors Symposium

This year, NIODA’s Annual Symposium will explore how leaders and managers in the emergency and trauma sectors can improve interoperability and collaboration within and between organisations.

The study of organisation dynamics explores conscious and unconscious drivers which shape the way we work together. Unconscious behaviours are at play in every group or team and are constantly changing. With better insight, leaders can achieve organisational goals and better care for their people.

The Symposium will bring together those who research and specialise in organisation and inter-organisation dynamics with those who lead and manage teams in the emergency and trauma sectors, to explore the dynamics of interoperability together. Relevant research and helpful frameworks to ‘see’ these dynamics and attend to them will be shared.

Speakers and panel members include:

Associate Professor Christine Owen,

University of Tasmania

Christine Owen is currently an Associate Professor and Research Fellow in emergency management with the Tasmanian Institute of Law Enforcement Studies [TILES] at the University of Tasmania.  Christine researches and facilitates professional development in the areas of human factors and organisational culture, decision making under pressure, debriefing, leadership and adversity as well as coaching and mentoring

Dr. Rob Gordon,

Clinical Psychologist

Rob Gordon PhD is a clinical psychologist and group psychotherapist who has worked with disaster affected communities throughout Australia and New Zealand for thirty years.  Rob also provides services to a wide range of health, welfare and other human service agencies for workplace stress and trauma. 

Deb Martindale,

SentientCo.

Deb Martindale has worked extensively with emergency management and policing organisations. Deb uses a systems and organisation dynamics lens in her work. She has a particular interest in working with inter-organisation dynamics.

Details of all papers to be presented available soon…

Leading and Managing in the Emergency and Trauma Sectors Symposium

15 September 2018, 9am – 4:30pm from $260 in Mt Macedon, Victoria.  Don’t miss out!

Further Insight

Interested? Some of the concepts that have inspired this Leading & Managing in the Emergency & Trauma Sectors Symposium are introduced below.

Interoperability and inter-organisation dynamics

Interoperability refers to the capacity of different groups to work together. It requires high levels of communication and collaboration, but even with effective protocols and good intent, it can be very challenging. Research shows that collaboration requires a number of features, including but not limited to:

  • identification with the purpose, tasks and values of the multiparty team;
  • highly functioning communications;
  • mutual understanding of different roles and organisational cultures;
  • respect and trust;
  • structural, cultural and resource support for collaborative commitment;
  • well-designed processes;
  • rewards for collaboration and constraints to mitigate ‘slippage’; and
  • clear and competent leadership with skill in emotional intelligence.

However, even with these practical elements in place a deeper understanding about what really holds teams back or diverts them from their task can be gained. Why do teams, even with all of the above in place, still sometimes stall or seem to lack the necessary energy to make an impact? 

Cohesion typically experienced during response phases can be hard to sustain

In response to an event or crisis, teams typically unite against a common ‘enemy’ (the event). In these scenarios, there is often a higher acceptance for authorised leadership, and confidence can be found in well-defined roles and agreed processes. The structure of the ‘system’ creates a sense of safety.

Beyond response mode, individuals, teams and organisations tend to withdraw for respite into their own familiar territories and ways of working, communication is experienced as harder to maintain, and the rewards for collaboration become less immediate and evident. This respite is an important form of recovery, however ideally, should not close-down interoperability.

Further, while response systems and roles are very well defined, and organisations are sensibly trained and prepared, this is not always as true for ‘before’ and ‘after’ activities. Here, the mission can be harder to clearly envisage, roles become increasingly vague, and there are many competing distractions. How can we explore these dynamics and better work with this reality?

Resistance to change, and leading sector reform

In order to change, people must first feel secure. Providing an environment in which people can better tolerate difficulties, risks, or anxieties is a necessary factor to successful change. When thoughts or emotions cannot be contained, some predictable behaviours emerge in organisations.

For example, when a team’s identity or the scope of their task is unclear, conflict between groups can emerge, with a ‘them and us’ rather than a ‘we’ mentality. This can occur between organisations, or between sub-systems and teams within an organisation.

Other group behaviours resisting change are common, ranging from apathy and absence to unexpected emotion or territorial behaviour. These ‘social defences’ have been well researched and look beyond how individuals react, instead focusing on how whole systems work unconsciously to defend against change or risk. The important news is that once social defences are explored and recognised, the work of an organisation can continue more productively.

Prevention, response and recovery activities are all equally important aspects in emergency management and trauma. It is the resilience and sustainability of organisations, and their ability to work well together in each of these phases that will lead to even greater capacity and ultimately, safer outcomes for communities.

Partners of attendees

Partners are welcome to attend the dinner and stay on the Friday evening as accommodation is in double rooms with an ensuite.  On the Saturday partners can enjoy the on-site 10 acres of the beautiful gardens, take a short drive to the historic townships of Kyneton, Woodend, Malmsbury or Trentham or visit the fine local wineries in the Macedon region. The area is known for fine food, interesting shopping and historic sites.

When & Where

Leading and Managing in the Emergency and Trauma Sectors Symposium

DATE:

Saturday 15th September 2018
Optional dinner & accommodation Friday 14th

TIME:

9am – 4:30 pm

LOCATION:

Victorian Emergency Management Institute
601 Mount Macedon Road, Mount Macedon, Victoria  3441

About NIODA

The National Institute of Organisation Dynamics Australia (NIODA) offers internationally renowned post-graduate education and research, and decades of experience consulting with Australian organisations. In 2018, their annual Symposium will explore the dynamics of interoperability and work within the emergency and trauma sectors.

The study of organisation dynamics brings together socio-technical and psychoanalytic disciplines to explore the unconscious dynamics that exist in every group, team or organisation. Learning more about these theories, and reflecting on the experience of them, can support leaders and managers to unlock great potential in their organisations, tackling issues through a whole new light.

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