14 Chapters
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Chapter Six - Change: Developing Resource-Ful Practice

Izod, Karen; Whittle, Susan Rosina Karnac Books ePub

Karen Izod and Susan Rosina Whittle

6.1 Mind the gap between knowing and doing

There is a huge gap between knowing what to do and knowing how to do it. As a result, many organisational change initiatives fail after a short time. The good intentions formulated in training and development programmes are not sustained. Reading this book will not make you a more resourceful consultant. You need to act; run some experiments; risk doing different things and doings things differently; evaluate the impact and act again.

This chapter focusses on how we can reorganise ourselves for work. Much as we might decide to makeover a room, bringing in new furniture, restyling, and reorienting the room for a different look or feel, then this is about how you can make some changes to the way that you combine aspects of your identity and presence to reorganise and change your practice.

In this chapter you will find:

The term “winging it” has mixed meaning: it can imply getting away with something, faking it, but also being improvisational, trying something out just in time. It comes from the idea of learning your lines in the theatre wings, that space that is in between the front and the back stage. This is where we located role, available in the wings—as props to one's identity and presence, there for the picking and choosing in the moment. Choosing where and how to experiment with change brings its own dilemmas. Do you try something new for the first time with your client, or do you experiment in a safe space with colleagues? Do you only bring tried and tested techniques to your client, and then risk the loss of spontaneity? These are some of the aspects of presence that Susan Rosina Whittle worked with earlier in Chapter Three.

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Medium 9781782200413

Chapter Three - Presence

Izod, Karen; Whittle, Susan Rosina Karnac Books ePub

Susan Rosina Whittle

In this chapter we turn to presence and why it matters. After describing three powerful authority dynamics that shape presence (confidence, competition, and control), we consider intended and unintended presence, and the links between presence and transference. Throughout this section, we invite you to explore what you know about your own presence and whether you are preoccupied with confidence, competition, and/or control.

3.1 Presence matters

Most of us have a day when we work with colleagues, run an event, or encounter a client and think:

“I could have handled that better”.

“I let myself down”.

“Who does he think he is? It was my meeting”.

“I had an off day. They didn't see the best of me”.

“I lost it there. What happened?”

Sometimes, these experiences start to repeat. I begin to notice people responding to me in ways that are surprising or puzzling, perhaps not responding at all. I can identify situations that are “difficult”, perhaps where I lose my confidence and talk too much or too little or where I end up taking the minutes rather than leading the discussion. In these situations, I am becoming aware of a problem with my presence. Perhaps there is a mismatch between how others encounter me and how I think of myself. Maybe I behave as I always do, as others expect me to: speaking out or playing the fool; easily derailed and flustered; always the good cop and never the bad cop.

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CHAPTER SIX Change: developing resource-ful practice

Izod, Karen; Whittle, Susan Rosina Karnac Books PDF

CHAPTER SIX

Change: developing resource-ful practice

Karen Izod and Susan Rosina Whittle

6.1 Mind the gap between knowing and doing

There is a huge gap between knowing what to do and knowing how to do it. As a result, many organisational change initiatives fail after a short time. The good intentions formulated in training and development programmes are not sustained. Reading this book will not make you a more resourceful consultant. You need to act; run some experiments; risk doing different things and doings things differently; evaluate the impact and act again.

This chapter focusses on how we can reorganise ourselves for work. Much as we might decide to makeover a room, bringing in new furniture, restyling, and reorienting the room for a different look or feel, then this is about how you can make some changes to the way that you combine aspects of your identity and presence to reorganise and change your practice.

In this chapter you will find:

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Medium 9781782200413

CHAPTER TWO Identity

Izod, Karen; Whittle, Susan Rosina Karnac Books PDF

CHAPTER TWO

Identity

Karen Izod

R

ather like airline advice to fit our own oxygen masks before helping others, attending to

“who I am” and “who I am not” at any one time is an effective way to think about the rationale behind the idea of developing ourselves as instruments as we engage with colleagues and clients to effect change.

In this section you will find:

• Some ideas about inhabiting our identities—what this means

• Why working with identity is so central to our approach to professional development

• Accounts from organisational consulting and change practitioners as to how identity makes itself felt in our practice, together with theories to help you think about identities in relation to different consulting challenges.

The section is interspersed with analytic activities to help you notice and work on your own identity preoccupations.

2.1 Inhabiting identities—what this means

Whenever I am invited to create a brief profile for a client, or upload new information on a social media site, then I am instantly posed with a challenge as to how I describe myself, and which aspects of myself I choose to convey. I need to be comfortable enough in my skin to take up the tasks of consulting to and managing change: doing, thinking, knowing, changing, evaluating. Unlike Jamie Oliver and “The Naked Chef” (1999), I’m not going to refer to myself as “naked”, but nor do I want to be so bundled up in accumulations of identities that I can’t be touched by my experiences. I wear my identities on my face, in my clothes, in the way I relate to others.

11

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Chapter Seven - Future Developments

Izod, Karen; Whittle, Susan Rosina Karnac Books ePub

Susan Rosina Whittle

This is a book about consulting to organisations—consulting to the tasks and processes of change, where the self is an essential tool of consulting practice. In working through the chapters, we have invited you to get to know yourself better by exploring your:

This chapter invites you to bring together what you have found out about yourself in working through this book. It helps you construct a development agenda against nine essential competencies for using yourself as an instrument. We end by encouraging you to watch out for shame, as a dynamic that can sink your developmental intentions, and to work with the narratives you use to help you tell different and developmental stories about yourself and your consulting practice.

Preparing for the future

In Mind-ful Consulting (Whittle & Izod, 2009), a collection of edited stories from consultants working within the Tavistock tradition, we emphasised a number of practice challenges:

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