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Our Philosophy

Below are some of the concepts that we draw from in our coaching processes:

 

Deep Democracy

Deep Democracy is the firm belief that all different voices are important and must be heard (even if not followed) so that the full potential of the team can be represented. It celebrates that the diversity of opinion and beliefs can expand the team. The feel of it is that of the-sum-is-greater-than-its-parts.

People who feel silenced are unable to give their all. Only in a deeply democratic team can there be real commitment and alignment. 

Deep democracy can make allies out of competitors and troublemakers. It understands success as a multi-dimensional, material, emotional, and spiritual peak experience, related to each person's unique path on this planet. Deep democracy allows us to always remember the larger vision, while at the same time never losing sight of the pragmatic bottom line. 

 

Meaning

Meaning is a great source of power. Victor Frankl, a concentration camp survivor in his famous book "Man's Search for Meaning" observed that those who survived the camps were not those physically strongest or with greatest intellect, but those with the greatest meaning to live.

The same applies to organizations. Strategies based on the deep meaning of an organization contain a sense of aliveness and effortlessness. In contrast, strategies based solely on external metrics are associated with a sense of special effort and hard work. They also tend to take organizations in ultimately unsuccessful directions.

We have a process for organizations to tap into their deep meaning and greatest source of power in a way that their people can personally connect to it.

 

Systems Approach

While individual interventions have an important role, we differentiate ourselves by working with the whole system to create change. We have the perspective that an individual's behavior belongs to both the individual himself and to the organization system supporting it. This whole system view is useful in moving us away from conversations about "who is doing what to whom" and to solutions that evolve the entire system.

As power, creativity, and execution lie more and more in the space between people rather than within individuals, this becomes ever more important. ​


Bibliography:

  1. The Leader as Martial Artist by Arnold Mindell.
  2. Max Schupbach
  3. Do I dare say something? "Latent Voice Episodes: The Situation-Specific Nature of Speaking up at Work" by Amy Edmondson of HBS.
  4. Margaret Wheatley  http://www.margaretwheatley.com/articles/life.html
  5. Co-Active Coaching by Laura Whitworth, Henry Kimsey-House, Phil Sandahl

 






After last week's session, we had a breakthrough in our partnership. For the first time, we're not blaming each other. We had a bit of a catastrophe over the weekend and we dealt with it in the most productive way ever.
--BH, Co-Founder

The tools and methods you provide to handle the inevitable conflicts that arise in our partnership have proved invaluable. We can now handle disagreements efficiently and productively.

​--​JD, Co-Founder