Areas of work
The places where organisational life takes shape.
Organisational life takes shape through many places at once: how work is organised, how people relate, how direction is created, and how organisations learn and respond to what is changing around them.
My work moves across these different places, bringing together organisational psychology, research, and practice. Sometimes the work begins with strategy or structure; sometimes with a team, a relationship, or a moment of transition; sometimes with a question that calls for closer inquiry. What connects them is an attention to organisational life as it is lived, and to the possibilities that can form within it.
Across the work
The individual, the encounter, the organisation, and the wider system are different places where organisational life takes shape, but they do not exist separately. An experience can become part of an encounter; an encounter can alter a relationship; relationships become woven into organisational patterns, while those patterns enter again into how people experience and act.
Time is present in these relationships too. Organisations carry histories, experiences, and ways of working that continue to act in the present. At the same time, what happens now can create openings for something not yet formed.
past present possible
ORGANISATION
Organisations give form to how people work together. Strategy creates direction; structures distribute roles, decisions, and responsibility; practices shape how work actually happens. When these come into relation, an organisation can develop greater coherence while remaining responsive to what changes around it.
My work stays close to these connections, particularly at moments when an organisation is developing, changing, or reconsidering how it works.
Strategy
Strategy begins with making sense of where an organisation is, what is changing around it, and what matters enough to shape what comes next.
I work with leaders and organisations to develop direction, explore strategic choices, and translate them into something that can be understood and acted upon across the organisation. This includes vision and strategy development, strategic alignment, and the conversations through which direction becomes collectively meaningful.
Organisational
design
How an organisation is designed shapes everyday work: where decisions sit, how information travels, which roles meet, and how responsibility is shared.
My work connects strategy with organisational form, working across operating models, roles and responsibilities, governance, decision-making, processes, and interfaces. I stay close to how these come together in everyday work, and to how organisational forms can develop and adapt as the work itself changes. How work is organised becomes part of how people relate, coordinate, make decisions, and act together.
Organisational
development
Organisations develop through what they learn about themselves, and through what becomes possible when people inquire, reflect, and act together.
In my work, I create spaces for this inquiry, bringing people together around questions that matter to the organisation and its future. Existing strengths and patterns can become (more) visible, different perspectives can meet, and new possibilities can begin to form. Development then becomes something people take part in shaping, and carry with them into everyday organisational life.
Transformation
Transformation brings different parts of organisational life into movement at the same time. Strategy may shift, structures and roles may change, while people make sense of what this means for their work and for what comes next.
My approach to transformation stays close to both what is changing and how change is experienced. It spaces in which uncertainty and tensions can be worked through, emerging direction can be explored, and new ways of working together can begin to take shape.
PEOPLE & RELATIONSHIPS
Work happens in relation. We bring into it our experiences, histories, intentions, and ways of understanding the world, some known to us and others less so. These become part of how we meet one another, how relationships form, and how collective work becomes possible.
My work stays close to this relational life, to the individual and the encounter, but also to the wider relationships and dynamics of which they are part. It is here that leadership, collaboration, development, and coaching find different expressions, each opening possibilities for how people understand, relate, and act together.
Leadership
Leadership takes shape between people. It can emerge in moments of connection, when concerns find expression, perspectives meet, and something begins to matter enough for people to move around it together.
I approach leadership as a relational process, paying attention to how people connect, make sense, and find direction together. I work with leaders and teams to explore these dynamics and strengthen their capacity to lead collectively.
Collaboration & Teamwork
Collaboration takes shape in the everyday work of relating and coordinating with others. Different roles, experiences, perspectives, and forms of expertise meet, sometimes easily and sometimes with tension, as people work out how to act together.
I work with teams and cross-functional groups to stay close to these dynamics, exploring how people communicate, coordinate, and make sense together, and where relationships or ways of working may become difficult. From there, new ways of engaging and collaborating can be developed and carried into everyday work.
People
development
Development can change what people are able to notice, understand, and do. As people learn, they can also begin to see themselves, their relationships, and the organisational worlds around them differently.
In my work, I connect individual development with the wider capabilities organisations are seeking to grow. Learning experiences, leadership and capability development, and the wider conditions for learning come together here, creating possibilities for development to travel beyond a particular programme or moment and find its place in everyday organisational life.
Coaching
We do not enter coaching separate from who we are. We bring our experiences, relationships, assumptions, hopes, and anxieties into the conversation, including aspects of ourselves and our experience that may not yet be fully known to us.
In my coaching work with individuals, teams, and systems, I explore what may be visible and what may sit beneath. From there, reflection can open the way to movement, revealing different lines of sight and possibilities for what might come next.
RESEARCH & ACADEMIC WORK
Inquiry begins with staying close to what we do not yet fully understand. Research creates a way of attending to organisational life, following questions as they develop and allowing different perspectives, disciplines, and forms of knowledge to meet.
My academic work grows from this orientation, moving between research, writing, and teaching. Each offers a different way of working with ideas: developing knowledge through inquiry, bringing it into conversation through publication, and exploring it with others through teaching and learning.
Research
Research begins with a question and develops through what the inquiry makes possible to see.
In my research, staying close to lived experience allows organisational life to be encountered in its complexity, including the relationships, tensions, meanings, and moments through which it takes shape. I move between empirical material and theory to develop ways of understanding how people relate, make sense, and act together.
Scientific Publications
Writing gives an inquiry another life. Ideas developed through research enter into dialogue with other scholarship, travel into different contexts, and become available for others to question, develop, and take further.
Through journal articles, book chapters, and other scholarly contributions, I develop ideas across organisational psychology, organisation studies, leadership, collaboration, and organisational change.
University Teaching
Teaching brings knowledge into a different kind of encounter. Ideas meet experience, questions meet different perspectives, and what seemed familiar can begin to be seen differently.
In my university teaching, I work with students through appreciative inquiry and experiential learning, creating opportunities to engage critically with organisational life while developing ways of understanding and working with it in practice.