This picture below (please excuse yet another iceberg image, but it is so fitting) should be self-explanatory. This is also what we are doing in our Transformation Intensive Courses, where we go down to that level at day 2 (of a 7 days course). Then the real fun starts, cleaning up, lightening up and prototyping personal stuff. Just imagine what you could accomplish.

The only other thing that might need an explanation is shadow work and the Lucky Luke Move. If your reactive patterns, most importantly the ones you are now aware of, are called “shadow”, mostly from fans of Jung and some of us Integral Theory People. It is mostly things that you get triggered by or you don’t want to be with that stuff. Most of the time it is disowned and pushed to the subconscious and hidden there (hence: deeper iceberg layers), or pushed outside your self-boundaries and projected onto others. They seem the source of your reaction (hence: shadow). If you learn to be aware of, identify, and be faster than your f**cking fast shadow moves, you got it. Here is the a picture of the Master at work:

The Man who draws faster than his Shadow

“People have a reservoir of talent worth discovering. They just have to be given the opportunity to discover it in themselves” Ricardo Semler

We find that people, leaders, managers and other professionals know their job, its challenges and solutions better than anybody else does. We help them unlock this intelligence, unblock any stuckness and release their ‘reservoir’ of untapped resources and insights.

Most people have an innate understanding about the nature of change, yet often enough they find themselves locked up in structures that ask for a ‘predict and control’ plan to deal with pushback, resistance and relational power dynamics. Ready-made plans disregard how change and transformation work and overlook the nature of human interactions, values and asymmetrical needs. We can help with that. We are intimately familiar with change and transformation as adaptive processes; we comprehend the resistances and immunities around it, and know how to facilitate the processes needed to come out shiny at the other side.

“Opportunities to find deeper powers within ourselves come when life seems most challenging”. Joseph Campbell

With the world becoming more volatile, more uncertain, more complex and ambiguous, personal and organizational life has become more than a just a small challenge.

How to respond to an increasingly complex, volatile and uncertain world is the primary challenge facing today’s CEOs. With all this uncertainty comes ambiguity – something a surprising number of CEOs feel ill equipped to handle.

At EZC.Partners, we help people, leaders, CEOs, managers and other professionals to navigate these challenges efficiently, successfully, and elegantly. Read More

“Seeking the ideal has a long history, it produces many saints but few paradigm changes”. Dave Snowden

We work with developmental models and find them helpful in many ways, especially when working with leadership development. We draw on models from different researchers, such as Susanne Cook-Greuter (ego development), Bill Torbert (action logics), Robert Kegan (orders of consciousness and immunity to change) or Theo Dawson and her team (Lectica/LDMA).

We work with developmental models where they are adequate in order to cope with ever increasing complexity in the VUCA world. We don’t focus on teaching people to think at “higher levels”. “Higher levels of performance emerge when knowledge is adequately elaborated and the environment supports higher levels of thinking and performance. We focus on helping people to think better at their current level and challenging them to elaborate their current knowledge and skills”  (Theo Dawson). Read More

“Follow the intensity of your resistance down to its source and sure enough you will find a treasure.”

With transformation work, encountering and overcoming resistances is an intrinsic part of the game. In coaching and facilitating transformative change, people naturally face stages of resistance, fear and confusion. This will inevitably trigger escape and protection mechanisms of the Self system that come in a multitude of shapes, sizes and flavours.

Many of these take the form of well-rehearsed identities (e.g. spiritual identities, cynical attitudes, attack of coach or method, sudden shift of priorities) that are designed to ‘protect’ the coachee from the suspected pain of re-owning deeper lying disassociated parts (shadows). These defence mechanisms can easily sabotage the transformative process. In many cases, people are not aware of these phenomena, but rather strongly identified with them. Kegan and Lahey (2009) define this as “Immunity to Change”, a “hidden commitment”, with an underlying root cause that competes and conflicts with a stated commitment to change. These hidden commitments cause people to resist change and to fail to realise their best intentions. It takes experience to spot such phenomena and to defuse or utilize any deviating construct arising in the space appropriately, in real time.

Fortunately, these patterns tend to have recognizable sequences. Read More