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An organisation with many projects in motion but few completing on time, or even not being initiated properly, were keen to form a new team from four of the departments previously responsible for project oversight. Whilst everyone in the project's catchment agreed with the endeavour the deputy CEO spearheading this integration was keen to get people properly aligned - beyond surface agreements. We worked with each person individually and as a collective to get them to surface hidden concerns and obstructive hierarchy-based habits practised throughout the rest of the organisation.

Within a few months of regular sessions the group were able to not only break down the boundaries that had traditionally existed between their former departments but also to exchange ideas, effort, material and people fluidly and quickly as the situation demanded.