The consulting practice begins by establishing relationships. Trust and mutual respect create a safe place to explore the real issues. We get to know you and work to help individuals and groups achieve real outcomes.
We work with you, not for you.
Individuals, groups and organisations can harbour elements that not only stifle productivity, but also threaten the wellbeing of stakeholders. We get into the ‘swamp’ with you and help you navigate your way out. With care, we help individuals or groups deal with their own “dysfunction” so they can discuss those issues that-cannot-be-named. Our aim is to build confidence and capability within organisations. To achieve this, we pass on our knowledge and experience.
Trust
- Listen to yourself.
- Seek to know yourself.
- Listen to others and walk in their shoes.
- Stay open minded, not closed minded.
- Use all the senses.
Self-trust means being aware of your abilities and limitations. No one is good at everything. Those who trust themselves enjoy their talents, and take pleasure in the talents of others. Self-trust means knowing when the behaviour of others is acceptable, and when it is not.
Our Practice
Triple Connect is not a ‘Theory in search of a Practice’. Rather, we search for a method that will help you and your organisation achieve the outcomes you desire. There are many theories, methodologies and templates for assisting change. Triple Connect works with you from the ground up. We have at our disposal an understanding of the standard techniques, but believe each person, group and organisation have their own particular needs. With you, we tailor a program to suit your situation. We take you as we find you.
The Nuts And Bolts
Cultivating energy, confidence and skill is needed when:
- groups and organisations are going through hard times.
- difficult conversations that need to be had, seem impossible.
- the skills required to make changes are missing from the organisation.
This work is not the soft end of business. It is human face of achievement, the grease that allows the machinery of organisations to function properly. Notwithstanding the seriousness of the task, it requires a gentle hand, one that takes great care to add value and enrich all those who are touched by change.
Stories "Blog"
Psychological transitions. According to William Bridges, our emotional response to change occurs in three phases: Endings (letting go), Neutral (in between old and new), and Beginnings (taking on the new changes). Understanding our emotional response to change is an important step in dealing with change. Once changes have occurred, the work of transition begins.
How do we understand culture?. Culture has both visible and hidden components. The visible components of culture are the typical behaviours, symbols, attitudes and skills that people experience within an organisation – and by people interacting with the organisation: customers, community, suppliers or regulators, etc.
Self awareness. Self awareness is our ability to recognise and understand our moods, emotions and drives, as well as the effect it has on others. An important aspect of self awareness is understanding and being clear about our 'self-concept'.
Feelings. Our emotions and feelings are an important source of information. They give us insights into what is going on for us at any point in time. Apart from understanding our emotions and what causes them, we need to 'work on them' in order to move on.
