‘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

My new goggles

December 2018

Analytic-Network Coaching

Analytic-Network Coaching

February 2019

Advanced Coach Training

Drawing on the first meta-theory of coaching

Advanced Coach Training

with Dr Simon Western

This training accredits you to become a

Registered Analytic-Network Coach

and certifies you to:

Use the Analytic-Network Coaching System™
To debrief the Wild Leadership Questionnaire
To join the International Advanced Coaching Network

What is Analytic-Network Coaching?

Analytic-Network Coaching (A-N coaching) is a system that helps clients to develop their personal, authentic leadership approach and strategically influence the networks in which they work, to create positive transformational change. It is not a prescriptive coaching formula, but a process developed by Dr. Simon Western, in which coaches work systematically and adaptively through five “frames” to help their clients to discover deep personal insights, identify and strive for desired change, develop connectedness and understand how to deliver individual and organisational transformation.

This training programme is for experienced coaches to learn and master the A-N five frame coaching system.

The Analytic Network Coaching System

Why Analytic-Network Coaching?

Today we live and work in a networked society, a globalised and connected world. In the workplace, the machine metaphor that dominated the 20th century is no-longer fit for purpose. It is replaced in the 21st century by the metaphor of the eco-system, representing our inter-dependent, networked and fast changing workplaces. Large and small organisations are realising that new forms of leadership are required to influence the eco-systems in which we work; eco-systems made up of technology, machines, architecture, people and nature. ‘ Eco-leadership’ captured in Simon’s book Leadership – A Critical Text (Western, 2013) describes the new form of ethical and practical leadership required for our times, and is recognised by scholars and practitioners internationally.

In his coaching and consulting work with CEOs and senior leaders in global businesses and large public sector organisations, Simon found that there was both, recognition of and a desire for change, but very little practical help to support it. This prompted him to spend five years researching and practicing coaching methods to refine how to develop leaders to think and act in authentic and networked ways. This research can be found in Coaching and Mentoring – A Critical Text (Western, 2012), which defines the first meta-theory of coaching, and applies coaching to the challenges of today’s networked society.

Through his acclaimed theoretical work on coaching and leadership, Simon has produced the A-N Five Frame coaching system, that supports the development of Eco-leadership.

Put simply it is coaching new leaders for new times.

What you get from this course

During Certification you will:

• Discover deep personal insights, and develop your advanced coaching skills
• Learn how to coach leaders to think strategically and develop sustainable strategies for change
• Be able to offer leaders new conceptual frameworks, including networked strategy
• Maximise your clients’ capacity to develop rich relationships and connectedness, and positively influence their networks
• Understand how to support individual and organisational transformation
• Learn how to support leaders to work ethically and with emancipatory aims

‘Simon Western has coached both teams and individuals at HSBC. His coaching enables individuals and groups to think about their personal purpose and centre their authentic leadership effectively and consistently in the networks that make up their personal and professional lives. His unique perspective helps individuals to achieve harmony between different aspects of life, and thus authenticity.’
Christopher Yates – Global Head of OD, HSBC Bank

‘Coaching with Simon has enabled me to connect my personal, leadership and organisational issues in a profound way and to make major leaps of understanding…’
Dr Lynne Sedgmore, CBE, CEO – UK National Centre for Excellence in Leadership, Education Sector

NIODA is pleased to be the delivery partner for Analytic-Network advance coach training in Melbourne

Melbourne Advanced Coach Training
At The Treacey Centre, 126 The Avenue, Parkville, Melbourne Victoria
Starting from A$1900
sally.mussared@nioda.org.au & simon@analyticnetwork.com

Dr Simon Western
CEO Analytic-Network Coaching Ltd
President-Elect International Society for the Psychoanalytic Study of Organisations www.ispso.org
Adjunct Professor University College Dublin

Web: www.analyticnetwork.com
Twitter: @ANCoaching
Call: +353 851362 219

Course Information

Participation Agreement

When & Where

Analytic-Network Coaching

DATE:  7, 8 & 9 February 2019

TIME:  9 – 5.30 pm

COST: from A$1,900

LOCATION: Treacey Centre, 126 The Avenue, Parkville

Contact

info@nioda.org.au

Get In Touch

3 + 1 =

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

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.

Leadership, Management and Organisation Dynamics, Sydney

Leadership, Management and Organisation Dynamics, Sydney

You know how difficult it is to be a great leader and manager?  You will have ploughed through the plethora of courses available to find one in which you learn real, valuable and in-depth theory and skills so you can be a better leader.  What we do is teach in-depth understanding of leadership, management and organisation dynamics so that you can develop the know-how to effect real change.  This program is also a must for those consulting to leaders and managers across all organisational domains.

In fact for the first time ever this program will be available in Sydney in a modular format!

The Leadership, Management and Organisation Dynamics program is designed for experienced professionals who wish to develop these capabilities in organisational leadership and management.

It is a part-time program across three years of face-to-face coursework and regular online classroom sessions.

Participants are taught in blocks of two, three or five days with online sessions supplementing the face-to-face classes.

In-depth Subjects…

– Organisations and Management through the Art of Metaphor – Unconscious Dynamics in Groups and Systems – ‘Through a Cultural Lens’: Collaborating with the ‘other’ at work – Systems Psychodynamic Consulting – Strategy in Complex Systems – Organisational Role Analysis – Managing Beyond Organisational Boundaries: Networks and other Relations – Leadership and Authority for Role and Task – Action Research 1, 2 & 3 – Publishing and Disseminating Action Research.

The coursework for the majority of subjects is held in York Street, Sydney.
(Two subjects are held in Melbourne.)

Are you ready for the full leadership, management and organisation dynamics program details?

NIODA is the National Institute of Organisation Dynamics Australia. The Institute is recognised  internationally for the depth and exemplary standards of its Leadership and Management Programs and for the exceptional staff experience and expertise of those who teach in the program.  This is not a fly-by-night program.  This is a quality, trusted program with a long history. In it you will delve into the deeper layers of organisational life so you can develop the knowledge and expertise to be a better leader and manager.

The individual and group dynamics that create organisational problems are like a giant hairball.  Our task is to disentangle it and so make the newly freed threads a fresh resource for the organisation.

Dr Brigid Nossal

Starting Details

DATE:  3 September 2018

TIME:  All week

LOCATION: York Street, Sydney, Australia

Day(s)

:

Hour(s)

:

Minute(s)

:

Second(s)

Are you an Action Taker

and ready to find out more?

Get In Touch

7 + 4 =

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

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