CONSULTINGBUSINESSES & MANAGERSSYSTEMIC APPROACH
CONSULTINGBUSINESSES & MANAGERSSYSTEMIC APPROACH
Gain PerspectiveUnderstand InteractionsRestore Momentum
Gain PerspectiveUnderstand InteractionsRestore Momentum
VIEWING THE ORGANIZATION DIFFERENTLY
A difficulty within an organization is not always limited to the person who appears to be experiencing it.
A team under strain, a manager burning out, a decision not progressing, a change encountering resistance… These situations occur within a system composed of interactions, habits, explicit or implicit rules, and previously attempted solutions.
My approach combines professional coaching, consulting, and a systemic perspective. The goal is not to arrive with a ready-made answer, but to examine with you how the situation currently functions: what is recurring, what sustains the problem, what has already been attempted, and where room for movement might exist.
The objective: to foster a clearer understanding of the situation and open up possibilities for action tailored to your reality.
1
The Situation
Tensions within a team, ongoing transformation, managerial difficulties, communication breakdowns, decisions not being finalized…
The starting point is a concrete situation that raises questions, recurs, or seems to resist previously tried solutions.
Before attempting to resolve it, we take the time to examine how it currently functions.
The starting point is a concrete situation that raises questions, recurs, or seems to resist previously tried solutions.
Before attempting to resolve it, we take the time to examine how it currently functions.
2
What's at Play
Behind an apparent problem, there are sometimes interactions, habits, roles, or repeated responses that, despite everyone's intentions, end up maintaining the difficulty.
Rather than isolating an individual or immediately seeking a cause, we observe the relationships and mechanisms at work within the system.
This shift in perspective often reveals insights that were not visible when viewing the situation differently.
Rather than isolating an individual or immediately seeking a cause, we observe the relationships and mechanisms at work within the system.
This shift in perspective often reveals insights that were not visible when viewing the situation differently.
3
What We Explore
We examine what is concretely happening: interactions, attempts already made, their effects, available resources, and areas where room for movement may exist.
The aim is not to assign blame or apply a ready-made method.
The objective is to develop a different understanding of the situation to open new possibilities for action, adapted to the organization's reality.
The aim is not to assign blame or apply a ready-made method.
The objective is to develop a different understanding of the situation to open new possibilities for action, adapted to the organization's reality.
1. GAIN PERSPECTIVE ON A SITUATION
Is a situation becoming tense, repetitive, or resistant to usual solutions? It can be helpful to start by changing the angle from which it is viewed.
We start with what is concretely happening today: who does what, who reacts to what, what has already been tried, and the effects produced.
The idea is not to find out "who is wrong" or "who is causing the problem," but to understand how the situation functions and what contributes to maintaining it.
This different perspective can reveal room for maneuver that was not necessarily visible before. Before seeking a method, I listen to what they are experiencing, what they feel, what helps them, what hinders them, and what could reignite their desire to move forward.
The goal is for them to feel recognized, considered, and secure enough to begin to see themselves differently.
We start with what is concretely happening today: who does what, who reacts to what, what has already been tried, and the effects produced.
The idea is not to find out "who is wrong" or "who is causing the problem," but to understand how the situation functions and what contributes to maintaining it.
This different perspective can reveal room for maneuver that was not necessarily visible before. Before seeking a method, I listen to what they are experiencing, what they feel, what helps them, what hinders them, and what could reignite their desire to move forward.
The goal is for them to feel recognized, considered, and secure enough to begin to see themselves differently.
2. SUPPORTING MANAGERS
Managing also means navigating sometimes contradictory expectations: those of the organization, the team, results… and one's own.
Support creates a space to gain distance from a professional situation, question one's posture, interactions, decisions, and their effects.
The work may concern taking on a new role, a difficult-to-mobilize team, a delicate decision, a complex professional relationship, a period of transformation, or simply the need to regain clarity in one's actions.
The challenge is not to define the "good manager," but to explore what becomes possible in the real situation they encounter.
Support creates a space to gain distance from a professional situation, question one's posture, interactions, decisions, and their effects.
The work may concern taking on a new role, a difficult-to-mobilize team, a delicate decision, a complex professional relationship, a period of transformation, or simply the need to regain clarity in one's actions.
The challenge is not to define the "good manager," but to explore what becomes possible in the real situation they encounter.
3. SHIFTING COLLECTIVE DYNAMICS
A team is not simply an addition of personalities. Over time, it builds its own habits, balances, tensions, and ways of communicating, deciding, or avoiding certain difficulties.
Therefore, when something goes wrong, looking only at individual behaviors may only tell part of the story.
We observe what team members collectively produce in their interactions: what flows, what repeats, what already works, and what ultimately gets stuck.
The objective is to open up the possibility of interacting, deciding, and cooperating differently, without seeking to impose a predefined mode of operation on the collective.
Therefore, when something goes wrong, looking only at individual behaviors may only tell part of the story.
We observe what team members collectively produce in their interactions: what flows, what repeats, what already works, and what ultimately gets stuck.
The objective is to open up the possibility of interacting, deciding, and cooperating differently, without seeking to impose a predefined mode of operation on the collective.
4. NAVIGATING CHANGE
A transformation is not solely about a new organizational chart, a new procedure, or an action plan.
It also alters benchmarks, roles, relationships, and sometimes long-established balances.
Therefore, reactions that appear in the face of change are not merely "resistances" to be overcome. They can also inform us about what the transformation is altering within the system.
The systemic approach allows us to observe these movements and their effects to identify adjustments likely to enable the organization to evolve.
It also alters benchmarks, roles, relationships, and sometimes long-established balances.
Therefore, reactions that appear in the face of change are not merely "resistances" to be overcome. They can also inform us about what the transformation is altering within the system.
The systemic approach allows us to observe these movements and their effects to identify adjustments likely to enable the organization to evolve.
SOMETIMES, IT'S NOT THE PROBLEM THAT NEEDS TO BE VIEWED DIFFERENTLY.
IT'S THE WAY EVERYTHING IS ORGANIZED AROUND IT.
YOUR SUPPORT
BUSINESSES & MANAGERS
Sessions by arrangement
SUR DEVIS
DISCUSS IT TOGETHER
The needs of a company are not always alike: manager support, team dynamics, complex relational situations, ongoing transformation, organizational issues…
The intervention format is therefore defined based on your context, the problem encountered, the people involved, and the objectives of the support.
An initial exchange allows us to understand your situation and build a tailored proposal, with a custom-defined framework, duration, and fee.
UNSURE ABOUT THE FORMAT?
You don’t need to choose before we’ve had a discussion.
A first 20-minute meeting allows us to get acquainted, for you to tell me what brings you here, and to see what support might be right for you.
