Category Archives: Coaching

Taking A Naval Approach to Culture Change

More on this story: http://www.communitycare.co.uk/2015/06/05/taking-naval-approach-culture-change/

“Achieving culture change is more about getting managers to change the way they behave rather than frontline social workers.

This is never an easy task, but lessons can be learnt from the Australian Navy. In 2011 it was ordered to improve leadership at every level following reports detailing inefficient and out-dated practices as well as an alcohol fuelled culture across the service.

It’s new chief launched a systematic approach to cultural change, a key element of the programme was peer review: that is asking and telling colleagues if their behaviour had changed.”

Double Listening

I am interested in the coaching possibilities opened up by Winslade and Monk’s mediation technique of “double listening”. Drawing on the work of Michael White, they make note of the “absent but implicit” story of hope that sits alongside the voicing of a story of conflict:

“Mediators can give this story of hope for something better a chance if they first of all hear this absent but implicit hope and then begin to inquire into the story that it is a part of. The story may often by subordinate to the story of the outrage and pain, but it perhaps speaks to the person’s better intentions in relation to the other party. If given the chance for expression, these better intentions can give rise to a different story of the future” (Winslade and Monk 2008:10-11).

The expression of pain and suffering through remembered events and feelings can become a seed for hopeful reflections, not as a utopian aspiration, but as an awareness of the desire for a more positive experience that the pain and conflict reveal. I think the lessons of this “double listening” are not just relevant to formal mediation, but are also helpful in invitations to transformation more generally. What Winslade and Monk’s work draws attention to is how stories of the past also shape our stories of the future. It may be that “double listening” can further open up what John Paul Lederach (2005) calls our “moral imagination”, allowing for even deeper understandings of the complexities, paradoxes, and possibilities of being human.

In very simple terms, double listening opens up the notion that ‘complaint is a window on aspiration’, that every complaint that I utter can also be turned on its head as an aspiration to a better situation, an improvement on what is. Staying with the complaint and hanging out there can lead to a lot of negative energy that can easily suck hope dry. Turning a complaint on its head to work out what it tells me about my aspirations, hopes, and values can provide me with an opportunity for reflection, a window to the otherwise, a doorway to new possibilities.

Complaint or conflict can become, then, a diagnostic opportunity for new perspectives, rather than the direct route to blame and denigration that they can often be.

References

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John Winslade and Gerald Monk. 2008. Practicing Narrative Mediation: Loosening the Grip of Conflict. San Francisco: Jossey-Bass.

Reading to inform, inspire, and ignite your exploration of leadership and culture change (Oct 2014)

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