This post is part 8 of 8 in the series Intro­ducing Unison.

In our personal and profes­sional lives many of us exert a great deal of effort attempting to main­tain order rather than to change. For many, change tips us off balance and threatens our need for control.

Living systems contin­u­ally self-orga­nize to adapt and respond to feed­back and change. Rather than trying to take control over change, we can learn to engage in a rela­tion­ship with change and better navi­gate the unpre­dictable.

Creating a collaborative culture

Creating a collab­o­ra­tive culture requires changing the conver­sa­tions by which people interact and the struc­tures that shape these inter­ac­tions. Collab­o­ra­tion improves as people shift their mind-set (or mental models) from one of control to one of learning.

A culture of inno­va­tion is neces­sary for compa­nies to actively respond to customer needs and expec­ta­tions. Inno­va­tion improves as we give up our precon­ceived ideas of what the solu­tions should be in order to find what truly meets and surpasses customer expec­ta­tions.

Relationships are primary

Owner­ship, the emotional invest­ment of employees, describes a personal connec­tion to the orga­ni­za­tion — the powerful emotions of belonging that inspire people to contribute. It is the partic­i­pa­tion process that makes the plan come alive as a personal reality. People can commit them­selves because it has become real for them. Partic­i­pa­tion, owner­ship, subjec­tive data — each orga­ni­za­tional insight returns me to a central truth — rela­tion­ships are primary.” — Margaret Wheatley, Lead­er­ship and the new science: Discov­ering order in a chaotic world

We help you develop the condi­tions for collab­o­ra­tion and inno­va­tion to emerge — a safe space to learn how to jump barriers, exper­i­ment with new ideas and cele­brate fail­ures.

When the whole system is working in unison, you’ll find new energy, confi­dence and passion for curiosity, play and joy. Contact us today.

Recent client challenges

  • How can I encourage people to take owner­ship of their work?”
  • I have an impor­tant posi­tion to fill. How can I do this differ­ently? Help me decide the strengths to look for.”
  • How can we improve our collab­o­ra­tion? How can I encourage people to be inno­v­a­tive?”
  • How do we find the time to do team building? …the work we need to do?”
  • We’ve tried to correct this problem more than once, with little or no success.”

Organizational change work

  • Orga­ni­za­tion renewal & rein­ven­tion
  • Devel­oping a customer-focused culture

Executive coaching and team training

  • Support coura­geous lead­er­ship
  • Improve collab­o­ra­tion and creativity
  • Engage the strengths of each indi­vidual
  • Designing meet­ings that work
  • Listening for customer insight
  • One-on-one coaching


Insightful ques­tions at poignant moments were elegant and simple, surfacing the issue without surfacing the drama, never confronting a person and yet always person­ally chal­lenging. Paul’s ques­tions were open allowing each of us to find our own space in exploring what had been asked. His ques­tions were timely, patiently deliv­ered and asked with what I perceived was a true sense of wonder (and often delight).” — Project design team member