What is your organisations shadow, and why does it matter? If we don’t know the ways that we work, don’t notice, don’t talk about how can they be managed, what risk do they pose, what opportunities are missed? Only when we integrate ourselves as a whole, with all our nuances and idiosyncrasies can we be healthy.

A myth, a story, builds trust, cultivates norms, transfers tacit knowledge, facilitates unlearning, and generates emotional connections. It’s a smart way of exchanging knowledge in organisations and is regularly used by leaders in managing change and influencing others.

If you’ve been privy to the human dynamics of being in a family, you’ll be au fait with complexity. Often it’s easy to avoid human dynamics because it’s hard to understand. But it can be very useful not to avoid it because we can use complexity in creative process, and as part of a strategy for change.

Pain tells us something, as a felt physical sensation it draws our attention to be more present and embodied. We notice and experience what the system is experiencing. We might create a moment to reflect on how to restore. How useful this is as a diagnostic tool, something to bring our conscious to our cognitive dissonance.

When we discuss gender issues in leadership, is it about hitting targets and quotas, or are we interested in questions of leadership style, culture, and how we recognise power, and whether the qualities of alpha male leaders are the same as what makes businesses successful? In order to achieve boardroom success, have women had to become just like men?

We make our paradigms as a result of our experience of ourselves, others and the world. They help us to interact with the world without having to constantly determine what we see and how we should react. But when we notice when they’re hindering us, and not helping us it’s a powerful thing that can bring personal change, avoiding stagnation by expanding our self awareness.