Innovation

ENGAGEMENT

COLLABORATION

INNOVATION >

When a team is able to work as an ensemble free of fear and judgments, free of prejudice and discrimination, all members are able to be present and receptive, the key to innovation and optimum performance.

ENERGY

innovation-page

‘Presence’ is the key to innovation. It allows information beyond one’s logical reason to be accessed.

Research on group creativity has concentrated on explaining how the group dynamic influences idea generation and equally ‘conflict dynamic’ within the evaluation of creative ideas, after ideas are generated to improve the quality of the group’s creative output.

Ruth equips participants with a powerful breathing tool to

navigate conflict effectively. It enables one to maintain a feeling of safety in a heightened emotional context and to return to a place of ‘neutrality’ so that a conversation can be conducted without fear and blame but rather with possibility and compassion.

Outcomes include an ability to place appropriate boundaries, to state one’s views with clarity, to stay calm and to listen ‘wholly’ without pre-judgment and personal narratives interfering.

Negative mood, an overly controlling leadership style, and a lack of trust and psychological safety among teams can hinder collaboration and creativity in the organizational context.

Ultimately, leaders and team members who are able to listen deeply, communicate skillfully, and promote positive affect and organizational climate are those most likely to thrive creatively and drive innovation.

INNOVATION CASE STUDY

Conflict is an emotionally complex terrain so when Company X merged with Company Y, and the new MD of Company X bought a number of her own people into the new company conflict was sure to arise. This resulted in a number of individuals trying to navigate relationships in an environment that didn’t necessarily feel neutral.

Ruth designed an interactive and embodied process for the group that she used in a workshop to uncover the multi-layered dimensions inherent in conflict. These breathing techniques establish ‘presence’ in an individual so that members of the team feel grounded and stable, they work to create distance from the emotions of the conflict and allow a person to feel supported and more able to create a neutral space where people feel safe to engage in meaningful conversation.

“Thank you for an exciting and interesting session. I got a lot out of it, particularly the breathing piece. I learnt something new and will be applying my learnings before a tough meeting/negotiation.”
 Jevan de Vlieg –  National Sales & Key Accounts Executive