As professionals start to return to the office, after a prolonged period of working from home, there is a new curiosity about the meaning we ascribe to our work and how this fits into our revised frame of the world. Some interesting patterns are emerging and we consider what they mean for sustained personal growth.

A Gestalt approach is very useful as Organisation Development consultants. Our role is to be awareness agents of what is transpiring around us. The Gestalt orientation focusses on informing our clients on how to improve and take action for better results in their human interactions. Being in ‘awareness,’ requires invoking the senses – hearing, seeing, smelling and feeling. These stimuli provide us with data and energy to lead to action and learning.

‘The Gestalt cycle of experience summarises the process by which people, individually or collectively, become aware of what is going on at any moment, and how they mobilise energy to take some action that allows them to deal constructively, by possibilities suggested by the new awareness. This process is sometimes referred to as that of finding out what is needed and going about getting it’

– Edwin C Nevis, ‘Organisational Consulting, A Gestalt Approach’

The pattern of caution.

People are re-entering the workplace with trepidation, as if it is the first day of school. Not much has changed physically in the buildings, however, the way we approach and collaborate with other humans has shifted. Some people are wholeheartedly embracing and others are clinical in their approach. We also have everything in between and significant polarisations too. Let’s be sensitive to individual preferences and walk together.

The pattern of human connection.

The visceral energy of connection, is a beautiful sight. This missing piece from our lives in the pandemic, binds and propels us as humans in purpose work and relationships. Reconnect with abandon and notice your energy and how is buoys your work, delivery and growth mindset. Something magical is happening in this realm.

The pattern of inflexibility.

People have become stuck in their pandemic ways and very focussed on themselves and not our collective. Not surprising, its been a solitary time. Unlearn certain pandemic rituals and learn new ways of working as we navigate a hybrid work world. Inclusivity, regardless of physical presence, has new meaning and elevated challenge.

Leadership hacks to support people and navigate these unique times:

• Encourage a phased, orderly return to work. Don’t mandate, allow people flexibility to choose.
• Encourage experimentation on new ways of working, reflect and recalibrate often to optimise.  Beware of change fatigue too.
• Move from a crisis mode approach to resetting workplace boundaries and ‘normalising’ our new reality. 
• Encourage mental, physical and emotional wellness, personal time off (specifically leave), whilst we have a window for travel in a low covid environment.
• Emphasise and model a strong dose of humanity and compassion as we navigate our new work world.

A great teacher, colleague and friend once explained behavioural patterns to me in simple terms.

‘When you notice something for the first time, take note. When you see something for the second time repeated, pay attention. When you see the same thing for a third time, it’s a pattern.’

– Mary Ann Rainey (Chicago, USA).

We need to make meaning of the behavioural patterns we see and mobilise the required responses.

What are you noticing in the workplace and how are you attending to the emergence?

We Are Experts In Organisation Development

Through the many psychological challenges of 2020/21, people are wrestling with high contextual uncertainty and eagerly await a time where the world stabilises, and we are able to plan for a better future. What if those stable days are gone and this is merely a conditioning for an agile and flexible approach to work and our lives?

For most professionals, the art of working virtually and delivering in our respective roles and work, has become ingrained. We have formulated new approaches to everything that we do (even though these may not be optimal), without even leaving the confines of our homes. We naturally still hanker for the day when we can immerse ourselves in all that communal work allows, but after all this time, we are starting to question many conventions. Some of our practices that have shifted, feel like they can never revert to pre-pandemic rituals.

Global access to people. Lightning speed collaboration.

We can now avail ourselves of the experience and motivation from some of the best minds in our fields. We are no longer bound by distance or travel, and getting an hour of time is easier if someone simply clicks ‘join’ on Zoom or Teams. In real time we access all the resources and knowledge we crave and build relationships in the process. Our ability to connect with colleagues nationally and internationally within our businesses has allowed us to collaborate and move strategy forward at speeds we are not used to.

Deeper relationships.

Due to the tacit invitation into people’s homes through virtual working, people tend to show up more as their authentic selves and the work ‘mask’ has been shed. We are more able to share our vulnerability in dealing with a surge in emotions. This has brought us closer, redefined our boundaries and exposed deep inequality too.

Flexibility.

Personal choice in when and how we attend to the requirements of our role and work, have opened the space for trust to develop with our employers and clients. The refreshing experience of being seen as an adult and higher trust levels, has changed the work and life landscape for us.

Resilience.

At times all the positive effects of the pandemic on work, can easily be overshadowed by negative consequences and our resilience has certainly been tested too. Some people are just trying to ‘ride it out’ and other are taking proactive steps to build their resilience and manage themselves through the stresses.

Focus On Your Resilience

Relationship connection – continue to build and nurture the important relationships in your life.

Physical wellbeing – pay attention to diet, get enough sleep, get your body moving through exercise.

Mental health wellness – understand stress factors and focus on rejuvenation of your choice. Think meditation, yoga and breathing techniques with goof frequency.

Reflective practices – understand your skill set and how you coped through difficult times and repeat these new skills over again when required. Future positive behaviour depends on this.

Seek meaning – allow yourself daily to articulate and achieve goals for enhancing self-worth. Remaining hopeful lowers anxiety from past experiences.

As we look up to 2022 with higher expectations, lets raise our awareness of how we have shifted and give ourselves the time to reflect and make meaning of the changes we have lived. When we acknowledge this new reality and ‘what is,’ we are creating space for ourselves to contemplate something different and something new. This privilege of freedom in the world of work is priceless and once in a lifetime perhaps. Make it count for your personal growth.

We Are Experts In Organisation Development

Talking to people about their experiences of the pandemic and working from home has yielded interesting data and polarities.  Businesses that will employ remote workers and have offices with workers present daily, represent a hybrid workforce. The vital data will shape hybrid working models, as people reimagine physical ‘offices.’

Some people cannot contemplate work resembling a 9 to 5 approach in a physical building away from home.  Conversely, people dream of the day that they can re-enter their company offices to immerse themselves in all the social and identity benefits of being co-located. Google and Facebook, have extended their mandated work from home timelines to a future end date and Twitter for example, is allowing remote working indefinitely.  Returning to the ‘office’ will never be the same and hybrid workforces are emerging, with no templates or models setting any precedence. Companies that choose to return to a 2019 working model will simply fail in the short term, and fast adapting organisations will lead out of the pandemic.

The positives of working from home cannot negate the impact on people and their ability to self-manage and be accountable for output, versus physical office time.  We proved the business case to work from any location; the ability to integrate our home and work lives (albeit a rough start); our productivity increased with focus; we adopted a plethora of new technologies in record time, we collaborated inclusively; we lowered our carbon footprint and costs and tapped our human potential with greater depth. 

There were inevitable downsides too.  Isolation took a toll on our mental health; we missed the ability to get things done with minimal effort in the face-to-face environment; we had to expend more energy to build our relationships and keep connected with colleagues; we spent money investing in new tech to obviate the risks of cybersecurity; we worried about being out of sight and redundancies; and the loss of our power in our social work hierarchies.

And we came through this with flying colours, mostly, and a greater appreciation for what we may seek for ourselves now and in the future in relation to our work, life and organisations.

Armed with this data, the lived experience, and the captured learning, we are better placed to create models of hybridity as we move forward in a post pandemic world.  The wish for us, in relation to our work, is not to forget the courage and vulnerability that propelled us quantum leaps ahead, and to harness these extraordinary abilities and bring this further untapped energy (and a sense of continual experimentation) to the discussion, on how we shape our hybrid business models. Let us not to slip back into old ways.

Leading Hybrid Organisations

• Engage your team on their experiences from the mandated work from home model and resultant preferences
• Relinquish your leadership control mindset in favour of a trust-based approach
• Co-create and design your hybrid workplace model
• Redesign social spaces in the ‘physical’ office to promote relationship strengthening and designate time specifically to human connection
• Intervene in the human system where power imbalances emerge, to ensure inclusion and equality
• Take frequent stock of what is working well and not so well and continue experimenting and being flexible to adapt and refine your hybrid model to success

We Are Experts In Organisation Development

Starting 2021 with a positive frame has been a tall order, given the ongoing uncertainty which we continue to navigate. Locating incongruence in our working lives, becomes critical to make better career decisions this year to set us on a more aligned career trajectory.

We have been questioning our existence in our work life after a full year of working from home, through virtual platforms. We understand we are living through a global pandemic and we are in a privileged position to have work and not have to risk our health, by being home.  However, this change to our patterns of work, has highlighted incongruence in what we seek for ourselves through the meaning that we place on work and the identity it gives us.

This is the year and opportunity to make meaningful choices about what work we do, how we do our work and being clearer about the integration of work into our identities.  If we are able to think our way through these lenses, we will certainly become more congruent with ourselves and set ourselves up for a new or revised path.  

 Let’s consider some steps to uncover the incongruence.    First and foremost, we need to critically analyse the ‘content’ of our work and have an honest conversation as to whether we are engaged and energised by this ‘content.’  If we are, we are lucky.  If not, we need to stratify our work content into two simple categories: what I enjoy and what I don’t enjoy.  What can we or what can’t we withstand?

 Next, we need to consider the process which we follow to ‘do’ our work.  Is the way that we do our work optimal?  Could we work differently using new technologies?  Could we outsource certain aspects of our work and rid ourselves of work that we simply don’t like doing?

 Lastly, through a deeply reflective inquiry, we need to understand our identity in relation to our work.  If our identity is only our work, then the red flag is raised and we should be considering how to shift this.  Ideally, we would like to have a congruence between who we are as a person and the work we do.  

Analysing the results of our total inquiry, will provide us with powerful data to make important career choices for the year ahead and beyond the pandemic, coupled with our ability to follow and understand our intuition closely too. Whilst we have not considered fully our emotional state and wellbeing in this process, this too cannot be ignored and is a conversation we still need to have. Do this personal work this year, it is the most important thing we can do in navigating these times. 

Reflective Questions

• What life experiences have shaped me and my career choices?
• What are the most important things I have learnt about myself in my career thus far?
• Have my ambitions or career goals changed? What do I now see as my long term goals?
• In describing myself to others how do I identify with myself? How would I prefer to identify myself, and what do I need to change?
• What patterns do I notice from this data and what do I do now?

We Are Experts In Organisation Development

As we move closer to finishing off the very defining 2020 year, we should take some quality time to consider how we close and finish the year. An intentional and conscious approach to closure will serve us infinitely as we transition into 2021 with what it has in store for us.

Our general approach to closing a year off normally starts with planning to take some time off for rest and rejuvenation, and we plan backwards to complete outstanding items.  If you are like myself, the month leading to the date of leave is normally at a heightened break-neck pace in order to finish off all tasks that are required to be completed and also to ensure a smooth transition to the next year.  This year though, we were dealt a vastly different hand.  The global pandemic rocked the very core of our existence and changed us and our work ways significantly.

This year, we should try something different and attend, not only to the tasks we need to finish, but also to the process of ‘finishing.’ This can yield some surprising insights and frees us up to be receptive to 2021.  Bluma Zeigarnik, a Lithuanian psychiatrist, and a protégé of Kurt Lewin, found that people remember the unfinished parts of a task for longer than those that are finished and quickly become a distant memory. This is called the Zeigarnik effect and psychological energy and tension is released by attending to closure.

Without forgetting to finish tasks, consider the following additional approach to personal closing.  Start with acknowledging the changes that have happened for you, and name these changes.  In doing so, consider what is different, what remains the same and what shifted fundamentally.  Allow yourself the luxury of time to reflect and preferably engage in the discussion with someone.  This way, it will not be an ‘in my own head’ reflection which goes nowhere.

Look back at the experience of the whole year from beginning to end and describe the key learnings.  Think about how the learnings occurred, what meaning you make of the experience and which relationships were impacted.  For any ‘unfinished business’, name this continuing work and bracket it (for now), to be opened as a new unit of work in the 2021. Let’s not forget to celebrate our achievements, with a ritual that suites our personal way of having fun and letting go.

When closure and reflection is done well, we free ourselves for something different, something new and to be able to get the best possible rest and rejuvenation for what comes next. Onwards and upwards to 2021.

Your personal roadmap to 2021

Plan the day you will stop working for your year end break.

• Create a task list and plan your time to get everything complete.
• Create a personal process to attend to the closure approach in this article, schedule the required conversations and reflective time and hold yourself accountable.
• Consider the state of your relationships with colleagues, friends and family and consider how you will  close off, enhance and celebrate the fluidity of deeper connection.
• Plan your celebratory and leisure time to maximise rejuvenation and connection to yourself.
• Make a fresh start in 2021.

We Are Experts In Organisation Development

Writing feels refreshing and freeing.  Re-entry from a significant period of time in our global history, is creating many opportunities to redefine our collective paths, expectations of our chosen work and associated societal norms. Our insights come with huge responsibilities.

As Covid19 spread rapidly and affected every facet of our lives, we have slowed down and started to ask serious questions of ourselves, our work and everything else that is interconnected to our daily lives.  There has been little consideration for the biggest existential crisis to face humanity in modern times though. We need to dialogue and process this much more. Having tracked myself, my clients and our collectives experiences, we face a fresh start and re-entry into the world of work.  Without predicting the future, I do believe that we have an opportunity to embrace uncertainty and figure out what these pathways might look like for us and our work. We need to let go of our many assumptions and biases in the process too and work with ‘what is’ and with measured pace, day to day.

Working from home produced mixed reactions. We have valued the flexibility, ownership, responsibility for an output based system and a certain happiness from the productive experience.  As a polarity, we have been frustrated, conflicted, confined, over-worked, lonely and burdened by the demands of working digitally.  As social beings, our need for in person connection and relationship is difficult to suddenly replace, and hybrid-type work arrangements will emerge in our changed context.  Our drivers will be our individual needs and organisational requirements, with a healthy tension.

Teams have become closer and deeper in their relationships collectively.  This is attributed to the unwritten invitation into a more intimate context of an individual’s life (through the working from home lense). This has resulted in getting to know colleagues in a much more personal way, which has increased the effectiveness of teams in ways never experienced before.  When teams do return to the physical workplace, we will need to robustly process and make sense of our journey, to recontract our boundaries and determine how we work going forward.

From a leadership perspective, leaders that have excelled during this time, have demonstrated a more vulnerable approach.  This includes the ability to show courage, be empathetic, more collaborative, authentic, grateful and trusting co-working ‘adults’ to simply get on with our work.

In order to sustain ourselves through these times at a deep emotional level, I encourage you to think through the lenses of individual, team, leadership and total organisation, as you recalibrate your approach to your business or role in your organisation.  This will undoubtedly fuel a sustainable business future for the world.  There is no going back.

Recalibration Questions to ask yourself to make sense of the times:

• What am I letting go of and why?
• What am I holding onto and why?
• What preferences have emerged for me for my work?
• How do I approach my ‘fresh start’ and ‘re-entry’ and commission the right conversations for our collective learning and fitness for a changed world of work?

We Are Experts In Organisation Development

Writing this piece is not easy.  The doom portrayed by global media on the Covid-19 pandemic together with the severe reality that has gripped our world and country, has resulted in a substantially different future emerging. How are you coping and growing as a leader in response to these unprecedented times?

Eighteen months ago, my fascination for a particular approach to psychology was roused.  I decided to further my studies in Gestalt psychology with application to organisations through my work.  The essence of Gestalt is the pursuit of wholeness and completeness in life.  The preeminent works of Fritz Perls and Kurt Lewin formed the basis of this approach with application to organisational life, and leadership.

The Gestalt approach can be summarised in the following flow: In any particular situation one is faced with, we will  experience sensation and then awareness of something.  Once we are in an awareness state, we will start to have energy to act in response to the sensation and awareness. Using the energy, we confront and make contact with the  challenge and then something happens.  We then reflect on what happened and close the experience by withdrawing from the situation.  The completeness of this flow of energy, allows us to move on.  When closure does not happen, we experience unfinished pieces of the experience and we always remember and hold onto this unfinished business more than those things that are whole and complete. This is called the Zeigarnik effect (Bluma Zeigarnik, 1927).

If we now apply this approach to any situations in the world and organisations we lead, some very interesting opportunities arise to flex our leadership styles and ways of being.

Being stuck in the data and numbers was what we were socialised to do as generally financial-oriented leaders.  Our ability to remain grounded in sensation and awareness will serve our organisations better if we slow down and understanding what is happening with our own state and those of others and our environment. With full awareness of the data that is provided, combined with our risk-based quantitative metrics, our ability to be intentional in our actions and decision making and go with the informed ‘energy’ will yield surprising results. Translated into an example we understand, we must lead fully and intentionally with our head, heart and intuition.

When we are leadership congruent as a human in the workplace (or at home now), using a Gestalt approach, our personal presence is elevated.  This provides greater comfort and trust for those that we lead, as we display authentic behaviours and don’t project presupposed leadership ‘masks.’  Our ability to connect as humans increases and our collective ability to weather the storms ahead as global citizens will be enhanced.

Gestalt Leadership Wisdoms

• The intentional actions of a leader
  create a ripple effect on different
  parts of organisations and
  outcomes can be unintended too
• Leaders notice differing energies
  in the organisational structures
  and attend differently to these
  energies
• Leaders are agile, resilient and
  perpetual lifelong learner

*** adapted from the ‘iGold Journal – Alumni
Edition’ – Mary Ann Rainey and Jonno Hanafin

The history of the world is forever changed, through this modern health pandemic, and the silver lining of growth opportunities will be our collective awareness and resulting humanity.  We have reset for an intriguing and curiously different future.  Welcome Global Planet 2.0

And so how exactly can you embark on this new development journey right now?

In line with our Gestalt principles, we will apply this development frame using online coaching through our Meaningful Coaching Conversations series. Our bespoke coaching sessions aim to start you on this new journey, with emphasis on what matters for you right now.  This could include any number of dimensions that we are noticing from our raised awareness.  Pertinent topics include: 

• How to build your capability to Lead Virtually

• Creating Psychological Safety for your teams and people

• Assisting people to co-create boundaries and implement Strategies to transition to home and remote working

• Assisting people simply to make sense of ‘what is’ and the challenges of remaining focused, productive and growing exponentially during this time and deepening relationships

Should you be interested in this opportunity for your own personal development or your team or organisation, please feel free to reach out.  We would love to partner with you, in this anxious time of enlightened possibility.  Together we can all grow and benefit from these experiential moments in time.

We Are Experts In Organisation Development

A while back terms like the Fourth Industrial Revolution (4IR) and the GIG Economy were foreign to us.  Today, these are overused terms.  The practicalities of this ‘future’ are with us already and require us to respond appropriately to survive in business.

For centuries, people have been performing temporary and freelance work, which is nothing new, however, today, through better tech enabled solutions, individuals and organisations can take advantage of different ways of working.  The GIG Economy, is therefore very attractive even for highly skilled professionals and for organisations to avail themselves of skills that would normally take too long to recruit permanently, and may not be needed for the longer term.

Having worked in the GIG Economy for the last three years, I have experienced first-hand the many challenges and positives about this new work world, and also have many more unanswered questions of how this will ultimately shape.  For individuals working in the GIG Economy, there are many considerations:  This includes the precarious balancing act between marginality, affiliation and the need for autonomy, which becomes a tension ‘out’ of a formal organisation.  GIG workers have to consider much wider stakeholder groups than smaller internal organisational networks.  Massive amounts of Intellectual Property (IP) are created by GIG workers and ownership blurs. GIG workers have to take complete responsibility for their learning and self-development, which tends to be on a ‘just in time’ basis.  The independent ‘solopreneur’ or ‘self-proprietor’ that sells their labour or professional network of expertise, runs the risk of being commoditised and marginalised as a naturally relational human.

Considerations for the GIG Economy 

For organisations:

• What practical steps does your organisation need to take to embrace GIG workers and support their success?
• How are you developing and shifting your organisational culture as these new ways of working become the norm?

On the flip side, the very context of ‘organisation’ is being challenged. The essence of organisation (beyond the legal frameworks) are the people that make up organisations.

Changing the ‘employment’ nature or lack thereof, calls into questions what organisations are.  The result is that a cultural revolution has started to take place in organisations as they start to redefine themselves, the way they are (their culture) and the very definition of what a team may become. (e.g. a team could be a combination of permanent employees and GIG workers or purely GIG workers that cluster around a fit for purpose project and then dissolve and move onto the next GIG). 

The very definition of ‘retention’ has to change and maybe a returning GIG worker to the same organisation is what retention success will look like, even if it’s a few years down the line!

In order to take charge of your career in this new working world, what are you doing to up skill yourself on all the possibilities that exist, to align your purpose and values with your work, beyond the traditional model of being an employee in organisation?

We Are Experts In Organisation Development

Leadership development is often used by companies as a way of providing members of their team the chance to build better and more productive relationships with their fellow employees and improve their leadership skills. The idea is that they return to their role impacted by the experience for the better.

If you attend one of these courses or events, you may, in the end, return to your normal day to day life not feeling like you have changed. However, even if it’s just on a subconscious level, you will see yourself, the work you do and the world differently. It’s possible that these changes won’t be immediately noticeable to you or others in your core team.

An interesting concept was discussed by Kathy M. Lipper, referred to as “Re-Entry”. The main goal of the concept was to assist people who had profound learning experiences to re-enter into the systems they already had in place, whether it be the organisation they work for, their team or family etc., so that they could continue to develop, while sharing what they had learned effectively with the people in the life and system who weren’t with them for that learning experience. The theory is that by focusing our thoughts on Re-Entry, we will be able to get more from the experiences we had and make stronger connections with our colleagues, friends, and relatives in this new version of ourselves. While being able to share the newly developed skills we have achieved in a way that doesn’t put them off or make them feel cut off. This will effectively spread out the skills development we experienced and help others, rather than leaving them to only imagine what we may have learnt and how our new form fits into the existing system.

“While it’s okay for “Re-Entry” to feel like a profound experience, it is crucial to start thinking about what you can do to assist and make personal growth and learning possible.“

While it’s okay for “Re-Entry” to feel like a profound experience or a life-affirming and changing moment, it is crucial to start thinking, after you have successfully re-entered, about what you can do to assist and make that continued personal growth and learning possible. The renowned sociologist, Charles N Seashore, described the various kinds of support we can adapt to learning support systems.

This includes the following:

• Relatives and close companions
• Those with whom we have common interests Competence respecters (people who appreciate our attributes and will support advanced learning)
• Helpers (those we can count on when we have trials and problems)
• Role models Challengers (the ones who give us the motivation to find different ways of doing things)
• Referral agents (help us to find the right tools and situations)

While the learning support systems outlined will help us to continually grow, it’s crucial we don’t forget the part we can play in giving back to the systems we benefited from. A lot of time and patience is involved in building and maintaining those relationships and having a fair attitude is important to achieving the best from our learning support systems.

What systems of learning support are you working on to help you continue learning throughout your life?

We Are Experts In Organisation Development

We live in a world where organisations are increasingly globalised. Thanks to the internet, professional connections can be made, meetings held and information shared between multiple
nations on opposite sides of the world in a matter of seconds. The way we work has changed to accommodate this shift, and has made it essential that we work successfully alongside organisations
with different cultures, and are able to navigate a more diverse professional landscape. As an Organisation Development Advisor, my role is focussed on helping leaders work through these processes.

For as long as I can remember, I’ve had a keen interest in how people relate to one another – both in everyday life and within organisations. When I first started out in this career, I thought that success was entirely dependent on being an expert in your given field. I remember being told that the other side of success was building strong professional relationships, but at the time this didn’t resonate with me. I turned my attention to working as hard as I could while keeping my colleagues at a distance.

A decade later and I had, by my own standards ‘made it’ career-wise. However, I began to realise that relationships were the key to taking the next big step, and being able to empathise and connect with people from other cultures and backgrounds could teach me valuable lessons and build my understanding of the world.

Another decade on, and I now have a much deeper understanding of how to achieve successful leadership. A leader doesn’t simply command respect: he or she brings us together and creates an environment where individuals within an organisation can better relate to one another. I am no longer the most skilled in my designated field – there are many people professionally my junior who are better at performing these tasks than me, but I can relate to people better than ever.

I reflect on each and every experience to see what I have achieved and assess where I can improve. I’m always seeking new ways to improve and grow as a person, both professionally and personally, and have undertaken the creation of an immersive course that combines everything I’ve learned within the Organisation Development field.

“I now appreciate that empathy and the ability to relate to other people is an essential key to achieving professional success”

I am inspired by thinkers like Kurt Lewin, who penned essential theories within my field combined with Applied Behavioural Sciences, which have significantly impacted how we approach group dynamics and action in the workplace. The 1950s was an important time for this area of study, as this was when connections began to be made between theories of individual internal psychology and the wider psychology of organisations.

I now appreciate that empathy and the ability to relate to other people is an essential key to achieving professional success. I am able to approach multiple organisations around the world, and my work is just as valuable abroad as it is in my home country of South Africa. I continue to build my skills repertoire every day, as I believe that Organisation Development work is as important now as it ever was, if not more so.

We Are Experts In Organisation Development