Organisation 'change' can achieve outstanding results, or it can create chaos with results not reflecting the original purpose. Where change is well led with a focus on relationships, achieving the desired results is more likely. Only by refreshing and rebuilding relationships between managers and staff, amongst staff, and how business groups relate internally and with customers can the new change be effective.  New directions, new expectations and fresh approaches can be implemented, with people more likely to give their best efforts and contribute to making the difference. Read more

One of the roles of a leader is to create unity of direction with people who have different views. Ideally, a leader's decision will produce greater cohesion and direction and less fragmentation. Decisions made when a leader is using coping or defensive behaviour tend to be reactive, have little flexibility and rarely contribute to social cohesion or progress. When decision-making enhances social cohesion, more often than not, those involved have worked with spontaneity. Spontaneity, a life-giving state of being, is essential for creativity and innovation.

There are at least five criteria underpinning spontaneity; the decision or action: Read more