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. It also looks to the fundamentals of good writing and editing.

Writing Workshop

Professor Susan Long

Thursday 4, Friday 5 and Saturday 6 May 2023

 

Professor 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. It also looks to the fundamentals of good writing and editing.

In the Writing workshop, 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.

Prof Susan Long

PROFESSOR SUSAN LONG

Writing Workshop

 

Currently, Susan supervises research students and conducts organisational research. Susan also teaches and supervises doctoral candidates at NIODA and other universities and teaches in the INSEAD Master of Coaching and Consulting program in Singapore.

As an organisational consultant in private practice Susan works with organisational change, executive coaching, board development, role analysis, team development and management training. She originally trained as a clinical psychologist and psychotherapist.

‘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 2022

Day(s)

:

Hour(s)

:

Minute(s)

:

Second(s)

Writing Workshop with Professor Susan Long

9.30 am Thursday to 4.30 pm Saturday
4 – 6 May 2023
Cape Schanck, Australia

The three full days writing workshop includes:
✍︎ group workshop sessions,
✍︎ individual times with Professor Susan Long,
✍︎ social dreaming sessions,
✍︎  accommodation and meals,
✍︎  for AUD$1,750.

Places are limited… don’t miss out!

 

Susan’s warmth, wisdom and ability to be present and hold the space the entire time,
gave me the confidence to find and use my voice and take up my role as ‘author’!

– K. Hallinan, workshop participant

 

As nerve-racking as it was, I found the opportunity to share our writing with
others and gain their feedback and insight to be a very profound experience.

Susan Long’s words about ‘claiming our authorship, loving every word on the page’
and other good tips about writing will remain with me for a long time.

– D. Amato, workshop participant

 

When & Where

Writing Workshop with Professor Susan Long

📆  Dates

Thursday 4 to Saturday 6 May 2023

⏰. Session Times

9.30 am Thursday – 4.30 pm Saturday

💷  For only

AUD $1,750 three-day workshop including meals and accommodation

🏡 Location

Beautiful country Homestead in Fingal,
luxury accommodation nearby

👩🏻‍💻. COVID-19 Contingency

If COVID related distruptions prevents this workshop from running face-to-face, this will be delivered live interactive online via zoom and participants will receive a refund of AUD$550

About NIODA

The National Institute of Organisation Dynamics Australia (NIODA) offers internationally renowned post-graduate education and research in organisation dynamics, and decades of experience consulting with Australian organisations. 

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.

Get In Touch

Emerging Leadership: cometh the moment, cometh the leader.

Popular literature and human dependence promote the idea of The Leader, someone who can be relied on to show us the way. As if The Leader is always a leader. Some individuals are able to manipulate this wish and convince others that they have some special quality which makes them a person to follow in all circumstances. However, the evidence of history is that successful leadership is always circumstantial, regardless of whether history judges the outcomes to be good or bad. Such circumstances are a combination of the social forces that originate outside the person and the unique capacities that emerge from within the person at the right time.

At this time in Australia, we have a pending referendum on an Indigenous Voice to Parliament. We have official ‘leaders’ seeking followership, The Prime Minister (Yes) and the Leader of the Opposition (No). Both the individuals occupying these roles are currently regarded as uninspiring, just playing politics, not really mobilising others to identify with the possibilities of change.

Formally they are regarded as ‘leaders’ but on this issue, they are just politicians. The historical moment, which neither of them can claim to have shaped, is searching for a person or group who/which can connect the historically determined circumstance to the lived experience of those who will decide Yes or No through their vote.

The vacuum of leadership on this issue is not surprising because neither formal ‘leader’ can point to any convincing personal appreciation of what is at stake. Nothing is emerging at the top level; it is all about fixed arguments, ‘righting historical wrongs’ versus ‘threats to the constitution that has served us so well’.

Navigating Ambiguity: The Essence of Emerging Leadership

The notion of ‘emerging leadership’ is that it is a dynamically contingent relationship between what capacity an individual or group can find within themselves and how this speaks to the challenges others experience about which path to follow. We don’t need a leader if the choice is clear; then we only need an administrator or manager who decides the way forward based on some established criterion; a way that is tried and true, efficient, technically feasible, politically correct, evidence-based etc.

The emergent leader actually embraces an ambivalent situation and can look inward to discern an aspect of their being that connects to the deliberation about possibilities; and on the basis of that reflection argues for this way rather than that way, regardless of the formal position they hold, whilst mindful of the values of those they seek to influence.

Emergent leadership can be an everyday occurrence, not necessarily one of national and historical importance.

Discovering Leadership Through Personal Experience

Some years ago, working as an organisational consultant, I was persuaded by an acquaintance to offer assistance to her sister’s small business. Having started a fashion design business from her parent’s garage, this young woman had, with the unpaid help of her husband, achieved enough sales to employ another sister with marketing expertise and then, following further business growth, was needing to hire the first employee from outside the family. She wanted help in conducting the selection process such that this critical decision would enhance her growing enterprise whilst not threatening its family values. She had never used a consultant before, was appropriately dubious about the cost, and asked me if I knew anything about small business. I replied in the negative since all my consulting had been with larger entities.

We negotiated a sliding scale contract that would limit her risk depending upon the value she determined I was providing. She was really trusting her sister’s recommendation that I would be worth the expenditure. And I was impressed by her practical common sense.

It took two meetings between the sisters and me before I emerged as a leader in this circumstance.

As I reflected on my experience with the two sisters, of what was being said and not said and how this made me feel, I suddenly could not believe that I had told the client and myself that I did not know much about small business. When my conscious mind relaxed enough, I recalled that I had actually grown up in a small business. My father and his brother had started a small business after WWII and run it for 40 years. My whole young life had been shaped by the vicissitudes of a small business but the ‘professional’, adult me had left that all behind. When I got back in touch with my early experience, including memories of all the financial precariousness that my parents had tried to shield us from, of interfamily dynamics, and the direct satisfaction that I saw my father gain from being valued by his customers, I was in a changed state of mind when talking to my small business client.

Navigating Complex Leadership Dynamics: Balancing Intuition and Expertise

I began listening and speaking from a different space. I became a quiet leader whose thoughts and suggestions were amplified by my intuitive understanding of the risks and excitements my client was trying to estimate and choose. She was a talented and ambitious designer, a start-up entrepreneur in a notoriously risky sector and she had young children. Whose needs would prevail? Could it be both/and?

When I undertook that assignment I was already a ‘senior’ in the world of leadership development but obviously still very humanly vulnerable to putting conscious ‘knowing’ ahead of ‘coming to know’ within a particular circumstance. The case revealed that my most relevant resources were in my lived experience rather than my formal knowledge. I had to ‘emerge’ as a leader in the particular circumstance so could I lead my client to articulate what she felt about bringing an outsider into her business; a business that was outgrowing the family.

My sudden remembering of a past I had ‘forgotten’ is what Freud meant by getting in touch with the unconscious. In the consultation I did not need to explore why I had repressed my early experience, it was enough to embrace the creative lead it gave me into the current circumstance. It gave me a voice that was missing up until that point. A voice that was sufficiently authentic for my client to take it seriously.

Cultivating Emerging Leadership: Unveiling Personal Experience for Future Possibilities

Leadership does not belong to a formal role; it finds a voice of its own.

So I now argue that a critical aspect of leadership development is a process of helping individuals to recover the resources that exist within their own experience. This is different from developing an administrator, manager or executive who is rightly expected to have requisite knowledge and skills for the job they are employed to do. Leadership is not a fixed position. The need for leadership emerges and it can be offered by those who have some insight into future possibilities; possibilities that can connect the known to the unknown. We cannot be trained to do that but we can be primed to do it, if we learn to reflect in an intentional way to recall, to recognise and to harvest our past experiences as a resource for the future.*

It is quite possible that neither the Prime Minister nor the Leader of the Opposition have the internal resources to inspire a future for the Indigenous Voice but that does not mean such leadership will not emerge. Leadership does not belong to a formal role; it finds a voice of its own.

*My colleagues at NIODA are offering a leadership development workshop to encourage just this,  ‘Embracing your personal history for impactful leadership’, Learn more here.

PO Box 287, Collins Street West,
Melbourne  8007  Australia
+61 (0) 414 529 867
info@nioda.org.au

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Emerging Leadership: cometh the moment, cometh the leader.

Popular literature and human dependence promote the idea of The Leader, someone who can be relied on to show us the way. As if The Leader is always a leader. Some individuals are able to manipulate this wish and convince others that they have some special quality which makes them a person to follow in all circumstances. However, the evidence of history is that successful leadership is always circumstantial, regardless of whether history judges the outcomes to be good or bad. Such circumstances are a combination of the social forces that originate outside the person and the unique capacities that emerge from within the person at the right time.

At this time in Australia, we have a pending referendum on an Indigenous Voice to Parliament. We have official ‘leaders’ seeking followership, The Prime Minister (Yes) and the Leader of the Opposition (No). Both the individuals occupying these roles are currently regarded as uninspiring, just playing politics, not really mobilising others to identify with the possibilities of change.

Formally they are regarded as ‘leaders’ but on this issue, they are just politicians. The historical moment, which neither of them can claim to have shaped, is searching for a person or group who/which can connect the historically determined circumstance to the lived experience of those who will decide Yes or No through their vote.

The vacuum of leadership on this issue is not surprising because neither formal ‘leader’ can point to any convincing personal appreciation of what is at stake. Nothing is emerging at the top level; it is all about fixed arguments, ‘righting historical wrongs’ versus ‘threats to the constitution that has served us so well’.

Navigating Ambiguity: The Essence of Emerging Leadership

The notion of ‘emerging leadership’ is that it is a dynamically contingent relationship between what capacity an individual or group can find within themselves and how this speaks to the challenges others experience about which path to follow. We don’t need a leader if the choice is clear; then we only need an administrator or manager who decides the way forward based on some established criterion; a way that is tried and true, efficient, technically feasible, politically correct, evidence-based etc.

The emergent leader actually embraces an ambivalent situation and can look inward to discern an aspect of their being that connects to the deliberation about possibilities; and on the basis of that reflection argues for this way rather than that way, regardless of the formal position they hold, whilst mindful of the values of those they seek to influence.

Emergent leadership can be an everyday occurrence, not necessarily one of national and historical importance.

Discovering Leadership Through Personal Experience

Some years ago, working as an organisational consultant, I was persuaded by an acquaintance to offer assistance to her sister’s small business. Having started a fashion design business from her parent’s garage, this young woman had, with the unpaid help of her husband, achieved enough sales to employ another sister with marketing expertise and then, following further business growth, was needing to hire the first employee from outside the family. She wanted help in conducting the selection process such that this critical decision would enhance her growing enterprise whilst not threatening its family values. She had never used a consultant before, was appropriately dubious about the cost, and asked me if I knew anything about small business. I replied in the negative since all my consulting had been with larger entities.

We negotiated a sliding scale contract that would limit her risk depending upon the value she determined I was providing. She was really trusting her sister’s recommendation that I would be worth the expenditure. And I was impressed by her practical common sense.

It took two meetings between the sisters and me before I emerged as a leader in this circumstance.

As I reflected on my experience with the two sisters, of what was being said and not said and how this made me feel, I suddenly could not believe that I had told the client and myself that I did not know much about small business. When my conscious mind relaxed enough, I recalled that I had actually grown up in a small business. My father and his brother had started a small business after WWII and run it for 40 years. My whole young life had been shaped by the vicissitudes of a small business but the ‘professional’, adult me had left that all behind. When I got back in touch with my early experience, including memories of all the financial precariousness that my parents had tried to shield us from, of interfamily dynamics, and the direct satisfaction that I saw my father gain from being valued by his customers, I was in a changed state of mind when talking to my small business client.

Navigating Complex Leadership Dynamics: Balancing Intuition and Expertise

I began listening and speaking from a different space. I became a quiet leader whose thoughts and suggestions were amplified by my intuitive understanding of the risks and excitements my client was trying to estimate and choose. She was a talented and ambitious designer, a start-up entrepreneur in a notoriously risky sector and she had young children. Whose needs would prevail? Could it be both/and?

When I undertook that assignment I was already a ‘senior’ in the world of leadership development but obviously still very humanly vulnerable to putting conscious ‘knowing’ ahead of ‘coming to know’ within a particular circumstance. The case revealed that my most relevant resources were in my lived experience rather than my formal knowledge. I had to ‘emerge’ as a leader in the particular circumstance so could I lead my client to articulate what she felt about bringing an outsider into her business; a business that was outgrowing the family.

My sudden remembering of a past I had ‘forgotten’ is what Freud meant by getting in touch with the unconscious. In the consultation I did not need to explore why I had repressed my early experience, it was enough to embrace the creative lead it gave me into the current circumstance. It gave me a voice that was missing up until that point. A voice that was sufficiently authentic for my client to take it seriously.

Cultivating Emerging Leadership: Unveiling Personal Experience for Future Possibilities

Leadership does not belong to a formal role; it finds a voice of its own.

So I now argue that a critical aspect of leadership development is a process of helping individuals to recover the resources that exist within their own experience. This is different from developing an administrator, manager or executive who is rightly expected to have requisite knowledge and skills for the job they are employed to do. Leadership is not a fixed position. The need for leadership emerges and it can be offered by those who have some insight into future possibilities; possibilities that can connect the known to the unknown. We cannot be trained to do that but we can be primed to do it, if we learn to reflect in an intentional way to recall, to recognise and to harvest our past experiences as a resource for the future.*

It is quite possible that neither the Prime Minister nor the Leader of the Opposition have the internal resources to inspire a future for the Indigenous Voice but that does not mean such leadership will not emerge. Leadership does not belong to a formal role; it finds a voice of its own.

*My colleagues at NIODA are offering a leadership development workshop to encourage just this,  ‘Embracing your personal history for impactful leadership’. Learn more here.

Professor Emeritis John Newton 

August 2023

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