INTEGRAL ORGANIZATION CONSULTING, LLC
Peter D. Freeman, Ed.D., MBA, LICSW
Many ways that I can help
Integral Organization Consulting seeks to provide comprehensive, inclusive and balanced services to clients. Prepackaged approaches generally don't address the uniqueness in each client's concerns and circumstances. Consulting, coaching, faciltation, and training are all viable options to consider to best fit the requirements of client needs.
Services always begin with a thorough assessment of the challenge(s) presented by clients to understand together the nature of the current situation. From there, the leader or design team and I identify the desired outcomes and draw on the most effective approaches to achieve those outcomes.
While the services identified below may seem generic, the services provided are specifically chosen and tailored to the client's particular wants and circumstances. At times, a combination of services best serves the development or transition needs of the client. |
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Use the links in the list below to learn more about our services. (Click on the link to open or close the description)
Organization Change and Transition Consulting. > >
Classic organization development consulting, with a focus on development and growth of organization and team competencies.
Integral Organization Consulting works with leaders and appointed design teams to research problems, analyze and interpret data, collaboratively determine best steps for action, implement change processes and evaluate outcomes.
I don't seek to become your expert – I seek to help develop and implement your organization's range of expertise. Strategic planning and process development are frequently aspects of this range of services
William Bridges asserts that change isn't difficult for people; transition is the difficulty. Transition involves leaving a familiar state of being or way of doing things, even one that is unproductive or dysfunctional, and moving to a new, unfamiliar way of being. It causes anxiety in the best of us.
Planned transitions that are viewed through an integral mindset (comprehensive, inclusive, and balanced) have the fewest unintended and undesirable consequences.
Leadership Development and Effectiveness Coaching > >
Leaders often reach the pinnacles of their organizations based on the content-specific knowledge and skills related to their career paths. As leaders increase their responsiblity for achieving strategic goals, gaps in their leadership knowledge and skills become more apparent.
Commonly, the skills needs are related to interpersonal relationships and the need to provide meaningful, personalized leadership to the people on their teams. Recognizing the need to continue growing into undeveloped skill areas is a hallmark of the strongest leaders. Just as the successful athlete understands that coaching helps maintain and further develop her or his game; the leader recognizes the same need.
Personalized assessment seeks to identify the specific development needs and points toward a tailored coaching agenda. Coaching happens in person, by phone or both. The leader's preferences and circumstances are considered in developing the exact coaching medium. Because of busy schedules, coaching is often best facilitated through 30-40 minute telephone conversations spread over time to assess the issue(s), develop development goals, and provide feedback and evaluation of change over time.
Assessment tools include Myers-Briggs Type Indicator (MBTI), Emotional Quotient Inventory (EQ-i), StrengthsFinder 2.0, Polarity Management, and Spiral Dynamics.
Learn more about assessments
Emotional Intelligence Assessment and Coaching > >
Integral Culture and Team Development > >
Little is accomplished in an organization, some would say nothing, in isolation. In some way, shape, or form, every executive, leader, or employee is dependent on the knowledge, skills, and mindsets of others in the organization, often in unseen ways.
Organizations and teams seek to create a uniform culture to maximize the focused energy toward a common goal and to minimize the possible derailers that can occur. Organizations and teams create development plans to accomplish this alignment.
The integral organization understands the "butterfly effect" identified by systems and complexity theories that a change in one part of a team or organization impacts, for better or worse, every other part.
Either/or understandings often create or perpetuate systemic dysfunctions and disrupt maximum "flow." Integral perspectives promote both/and, multi-level communication and problem solving. This is developed most readily at the level of the team, where there is a higher level of day-to-day communication, interaction, and intimacy.
Interface Dynamics™ - Bridging Differences > >
Webster's Dictionary defines an interface as "the place at which independent systems meet and act on or communicate with each other."
By it's very nature, an interface is full of intellectual, social, and emotional dynamics that have the potential for tremendous creativity or conflict. Attempts to remove the dynamic nature of interfaces is futile and undesireable. Identifying and channeling the dynamics are essential for the effective organization.
There is a myriad of potential dynamic differences, or differentials, at play: knowledge, skills and experience; social class and culture; philosophical and religious beliefs;, economic status; demographics (age, gender, generation, race, culture, sexual orientation); personality; purpose; power; contexts; horizontal and vertical relationship; and more. These differential gaps can make or break the effectiveness of the team or organization.
Therefore, it is essential for leaders and teams to commit to Bridging Differences™, which involves three necessary steps: Mind the Gaps–identify and monitor them; Mend the Gaps–heal damaged or dysfunctional dynamics; and Mine the Gaps–nurture and derive maximum creative and productive benefit from the dynamic dfferentials.
Following an extensive review and assessment of the collaboration and communication challenges and goals of a client, a plannned approach is designed to facilitate positive growth in functioning. Different perspectives do not necessarily generate conflict. Whether conflict is present or not, opportunities wait for leaders and teams who want to harness the possibilities in the dynamic differences.
