From the FAQ
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Systemic Modelling™ is a new way for people to learn about one another in groups, enabling them to move away from contempt and competition and towards curiosity and collaboration.
Take 6 days to learn a complete framework for motivating yourself and others to make deep and lasting changes. Learn how to uncover metaphors and patterns that are beneath the surface. This course is available all around the country and in the USA.
From the blog
Meet Rachel Gilmore! With Neil Pavey, she runs Brighton-based 'Being Clean' which hosts a monthly practice group and Clean Language training events.
Have you ever left a job to get away from your manager? A 2015 Gallup study of 7,272 adults in the USA revealed that one in two employees had left for this reason. I’m not sure if the statistic is the same in the UK, but I certainly know plenty of people who have changed jobs because they didn’t like the way they were managed.
Jacqueline Ann Surin explores her experience of being in drama and how it was 'unpacked' by Caitlin Walker, using Systemic Modelling.
do you do when coaching clients ask you for advice, feedback or ideas? Jacqueline Ann Surin describes two clean
approaches for helping clients to trust the knowledge within.
Within Teacher Education, a key issue is helping students to understand how to reflect, what to reflect on and when to engage in the process that leads to high quality reflection and learning. Systemic Modelling and clean questions are tools that give student teachers the ‘how’ of reflection. Find out how they were used to improve results at Liverpool John Moores University.
A couple of weeks ago, 20 participants – ranging from self-employed coaches, and experienced Clean Facilitators to NHS Managers and people who work in business, IT and social care – gathered in a beautiful (and occasionally chilly) old barn on Northney Farm in Hayling Island for our very first Clean for Teams event.
I was reading a recent article on the ILM website about how managers can deal with difficult conversations at work, when I came across this paragraph about how to deal with issues of poor performance: “The conversations that you have with the individual must be related to the behaviour of the individual and not the personal characteristics of the individual...
From Recommended Reading
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