This workshop is specifically geared to those in a managerial or co-ordination roles.

It explores the common dynamics of work systems under stress, and helps the manager to identify their role in the emotional process.

Bowen as director of the Georgetown Family Centre believed that if there were problems in the dynamics of the workplace, he needed to consider his own part in the system and define himself in a more differentiated way. His focus was always on changing self not others.

In the workshop, systems theory will be applied to management dilemmas such as:

• giving performance feedback,
• inviting responsible team contribution,
• the side-taking challenge and
• leading with conviction and connection.

Participants will be involved in strategy groups for applying the principals to common workplace dynamics. Video excerpts will be used to bring the ideas to life.

Workplaces are emotional systems just as families are, in that the same patterns of reacting under stress are present. Human service organisations have a unique set of demands in that the focus is on a personal service to people. This can evoke increased subjectivity in work practices.

This is an excellent workshop for coming to grips with Murray Bowen's theoretical concepts as well as developing clear strategies for managing common leadership dilemmas. The workshop will provide opportunity for discussion and the application of the principals to workplace dynamics. Video excerpts will be used to bring the ideas to life.

Program:

Part 1

• Systems concepts at work - Understanding the predictable patterns of reaction to anxiety and stress in the workplace.
• The Two Life Forces: individuality and togetherness. The desire to think, feel and act for self alongside the desire to fit in, to think, feel and act for others. How does this tension show itself in leadership challenges?  For example: performance reviews, personnel issues, leading with conviction and connection?
• What does differentiated leadership look like? How is this particularly challenging for managers and coordinators?
• Challenges to maintaining a differentiated position in leadership - the role and dynamics of anxiety and reactivity. Personal leadership inventory.
• Communication that contributes to the health of the workplace - practicing the language of differentiation: balancing conviction and connection.

Part 2

• Identifying and avoiding triangles as a way of diffusing tension - keeping the problem in the relationship from which it is trying to escape.
• How to de-triangle: identify your role and where the problem or stress belongs. Re-directing the emotional traffic. Strategising about how each triangle role can be exited.
• Understanding our programming for responding to anxiety and conflict - reactivity at work. The influence of family of origin.
• What are the circular anxiety dance steps? Over / underfunctioner; optimist / pessimist; aggressive / passive aggressive; dominant / submissive; pursuer / distancer.
• The key to differentiated leadership - start with self - getting objective in order to think systems. Developing honest self awareness. Self soothing strategies.
• Where to from here? Strategy checklist for beginning to increase personal differentiation levels in your own leadership role.

Note: Strict standards of confidentiality will apply to the conduct of this workshop in terms of case examples and discussions about peoples' workplaces. The focus is on self awareness and understanding patterns, not on blaming or complaining.

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