Course curriculum

    1. Goodman, M., & Karach, R. (2012). Six steps to thinking systemically. The Systems Thinker, 23(6), 7-9.

    2. Hampden-Turner, C. M. (1970). Corporate radicalism. In Radical man The process of psycho-social development. Duckworth.

    3. Harvard Business School. (2000) HBRs must-reads on managing people. Harvard Business Review.

    4. Harvey, J. B. (1998). The Abilene paradox The management of agreement. In The Abilene paradox and other meditations on management (pp. 13-36). Jossey-Bass.

    5. Karash, R., & Goodman, M. (1995). Going deeper Moving from understanding to action. The Systems Thinker, 6(9), 6-8. httpwww.appliedsystemsthinking.comsupporting_documentsPracticeGoingDeeper.pdf

    6. Karp, H. (1990). Saying yes to no Working with resistance in organisations. At the Boundary, 7(2), 1-4.

    7. Kim, D. H. (2000). Systems archetypes at a glance. In Systems archetypes I Diagnosing systemic issues and designing high-leverage interventions (pp. 6-7). Pegasus.

    8. Kirk, C. (2013). Chapter 1 The culture journey. In Navigating the complexities of cultural change, PhD thesis.

    9. MacKewan, J. (2005). Systems thinking and organisations as systems. Workshop notes.

    10. Rhodes, C., Pullen, A., Vickers, M. H., Clegg, S. R., & Pitsis, A. (2010). Violence and workplace bullying What are an organizations ethical responsibilities_ Administrative Theory & Praxis, 32(1), 96-115.

    11. Schein, E. H. (1996). Kurt Lewins change theory in the field and in the classroom Notes toward a model of managed learning. Systems Practice, 9(1), 27-47.

    12. Seligman, J. (2005). Guidelines for practicing systems thinking. Reflections, 6(), 8-9.

    13. Senge, P. M. (2006). Appendix 1, Appendix 2. In The fifth discipline The art and practice of the learning organization. Currency Publishing Group.

    14. Short, R. R. (1985). Structural family therapy and consultative practice A paradigm shift for O.D. Journal of Consultation, 1-16.

    15. Short, R. R. (2008). Two organizations (I and it). Learning in action technologies.

    16. Stroh, D. P. (2000). Conflicting goals Structural tension at its worst. The Systems Thinker, 11(7), 6-7.

    17. Stroh, D. P. (2006). Conducting an effective systems analysis. Applied systems thinking.

    18. Stroh, D. P. (2006). Defining variables. Applied systems thinking.

    19. Stroh, D. P. (2006). Exposing the hidden benefits of business as usual. Applied systems thinking.

    20. Stroh, D. P. (2011). Leveraging change The power of systems thinking in action. httpwww.appliedsystemsthinking.comsupporting_documentsLeveraging_Power.pdf

    21. Sturm, M., & Nelson, P. (2011). Foundations of the 5 dynamics model and assessment. 5 dynamics.

    22. Waters Center for Systems Thinking. (2019). Habits of a systems thinker. httpswaterscenterst.orgwp-contentuploads201403habits-onepage-2019-cc.pdf#page=1&view=FitH

    1. Bentley, T. (2000). Gestalt in the boardroom. Gestalt Review, 4(3), 176-193.

    2. Bentley, T. (2001). The emerging system A Gestalt approach to organisational interventions. British Gestalt Journal, 10(1), 13-19.

    3. Bentley, T. (2012). Shame in organisations. Gestalt Review, 16(1), 88-109.

    4. Brown, G. I., & Merry, U. (1985). Neurotic mechanisms applied to organizations. The Gestalt Journal, 8(2), 49-85.

    5. Chidiac, M. A. (2013). An organisational change approach based on Gestalt psychotherapy theory and practice. Journal of Organizational Change Management, 26(3), 458-474.

    6. Farrands, B. (2012). A Gestalt approach to strategic team change. OD Practitioner, 44(4), 18-23.

    7. Farrands, R. (2001). Sustaining dynamic tension when consulting to complex systems. British Gestalt Journal, 10(4), 4-12.

    8. Farrands, R. (2010). A poetics of practice- Organization consulting from a Gestalt perspective. Gestalt Review, 14(3), 275-300.

    9. Francis, T. (2001). The Gestalt brand. British Gestalt Journal, 10(1), 20-28.

    10. Gaffney, S. (2007). Besides the hot seat. Gestalt in organisations Perspectives and applications. Gestalt Journal of Australia and New Zealand, 4(1), 10-35.

    11. Gaffney, S. (2010). Dynamics of organisational change - the Belfast model. Gestalt Journal of Australia and New Zealand, 7(1), 75-88.

    12. Gaffney, S., & Jensen, I. (2008). Trifocal vision- A practical field perspective on organizations for managers and consultants. Gestalt Review, 12(2), 144-160.

    13. Gillie, M. (2011). Organizational consulting- A Gestalt approach (1987). Gestalt Review, 15(1), 17-23.

    14. Hauser, L. L. (2018). Team coaching operating system (TCOS)- The intersection of evidence-based research and Gesalt principles. Gesalt Review, 22(2), 208-225.

    15. Ikehara, H. T. (1999). Implications of Gestalt theory and practice for the learning organisation. The Learning Organization, 6(2), 63-69.

    16. Karp, H. B., & Sirias, D. (2001). Generational conflict A new paradigm for teams of the 21st century. Gestalt Review, 5(2), 71-87.

    17. Kepner, E. (1983). The family and the firm A co-evolutionary perspective. The Gestalt Journal, 6(2), 91-101.

    18. Leary-Joyce, J. (2014). The fertile void Gestalt coaching at work. Academy of Executive Coaching Press.

    19. Levine, T. B. (2019). Group work as applied to organizations_systems. Gestalt Review, 23(2), 151-164.

    20. Maurer, R. (2003). Using the paradoxical theory of change in organizations. Gestalt Review, 7(3), 252-260.

    21. Maurer, R. (2008). Connections versus survival at work (or Buber meets Machiavelli). Gestalt Review, 12(1), 43-57.

    22. Maurer, R. (2018). An improviser's journey into Gestalt thinking and practice. Gestalt Review, 22(2), 139-160.

    23. Maurer, R., & Gaffney, S. (2005). Gestalt approaches with organisations and large systems. In A. Woldt & S. Toman (Eds.), Gestalt therapy History, theory and practice (pp. 237-256). Sage Publishing.

    24. Miller, N. The relationship between individual and organizational process.

    25. Morin, J. (2019). Relational organisational Gestalt- An emergent approach to organisational development (book review). Gestalt Review, 23(3), 293-298.

    26. Nevis, E. C. (1983). Evocative and provocative modes of influence in the implementation of change. The Gestalt Journal, 6(2), 5-12.

    27. Nevis, E. C. (1987). Tables. In Organisational consulting A Gestalt approach. Gardner Press.

    28. Nevis, E. C. (1997). Gestalt therapy and organizational development A historical perspective, 1930-1996. Gestalt Review, 1(2), 110-130.

    29. Nevis, E. C. (2018). On presence- The consultant as a learning model. Gestalt Review, 22(1), 1-20.

    30. Stevenson, H. (2016). Awareness and emergence- A Gestalt approach to global diversity and inclusion. Gestalt Review, 20(2), 162-187.

    31. Tozum, Z. (2011). On intimate ground A Gestalt approach to working with couples (1994). Edited by Gordon Wheeler and Stephanie Backman. Intimacy Why do we need more of it in the corporate world_ Gestalt Review, 15(3), 225-238.

    1. Brown, J., & Isaacs, D. (19961997). Conversation as a core business process. The Systems Thinker, 7(10), 1-6.

    2. Emergent leadership. (2006). Paradox, 2, 1-3.

    3. Hurley, T. J., & Brown, J. (2009). Conversational leadership Thinking together for a change. The Systems Thinker, 20(9), 2-7.

    4. Johnson - Paradox and Its Application to Modern Management

    5. Kim, D. H. (2008). Systems archetypes I Diagnosing systemic issues and designing high-leverage interventions. Pegasus Communications.

    6. Kim, D. H. (2008). Systems archetypes II Using systems archetypes to take effective action. Pegasus Communications.

    7. Kim, D. H. (2008). Systems archetypes III Understanding patterns of behavior and delay. Pegasus Communications.

    8. Oshry, B. (2010). People in Context, Part 1. The Systems Thinker, 21-4

    9. Paul, M. (1997). Moving from blame to accountability. The Systems Thinker, 8(1), 1-6.

    10. Ramsey, P. (1997). The structure of paradox Managing interdependent opposites. The Systems Thinker, 8(9), 2-5.

    11. The Belbin team role profiles

    12. Towler, A. (2019). The power of authentic leadership- How legitimacy, ethics and positive psychology drive organizational performance.

    1. Bentley, T. (2021). The power of empathy. Management Services Journal, Autumn, 31-35.

    2. Chicu, T. (2018). On living in groups and organisations, Gestalt values. An interview with Margherita Spagnuolo-Lobb. Istituto di Gestalt H.C.C. Italy.

    3. Chidiac, M.A, Denham-Vaughan, S., Osborne, L. (2017). The relational matrix model of supervision context, framing and inter-connection. British Gestalt Journal, Vol. 26, No. 2, 21-30

    4. Chidiac, M.A. (2008). A Gestalt perspective of coaching a case for being more yourself. Development and learning in organisations Vol 224, p.15-16

    5. Chidiac, M.A. (2011). To infinity and beyond . . . the hot seat musings on twenty-eight years of changes in the Gestalt approach to groups. British Gestalt Journal, Vol. 20, No. 1, 42-52

    6. Chidiac, M.A. (2013). Creating a coaching culture relational eld coaching. Development and learning in organisations Vol 273, p.11-13

    7. Chidiac, M.A. (2017). Gestalt as a relational approach to Organisational Development. British Gestalt Journal, Vol. 26, No.1, 48-56

    8. Denham-Vaughan, S. & Gawlinski, M. (2012). Field-relational coaching for Gestalt beginners the PAIR model. British Gestalt Journal, Vol. 21, No. 1, 1121

    9. Goldstein, S. (2018). Being present as a trader application of relational Gestalt practice in a financial market context. New Gestalt Voices Vol 2

    10. Masquelier, G. (1999). Other areas where Gestalt can be applied. In Gestalt therapy Living creatively today (pp. 119-128). Vouloir Sa Vie.

    11. Nevis, E.C., Melnick, J., & Nevis, S.M. (2008). Organizational Change through Powerful Micro-Level Interventions The Cape Cod ModelOD Practitioner, 40(3), 8-12.

    12. Simon, S. N. (2009). Applying Gestalt theory to coaching. Gestalt Review, 13(3), 230-240.

    13. Stevenson, H. (2010). Paradox- A Gestalt theory of change for organizations. Gestalt Review, 14(2), 111-126.

    14. Stevenson, H. (2013). Chapter 6 Case study - A Gestalt individual intervention. Herb Stevenson. httpwww.herbstevenson.comchaptersindividual-intervention-chapter-6

    15. Stevenson, H. (2013). Chapter four Case study - A Gestalt team investigation. Herb Stevenson. httpwww.herbstevenson.comchaptersteam-intervention-chapter-4

    16. Thompson, K. (2018). Evidence for applying contemporary Gestalt theories to a business consulting and executive coaching practice. Gestalt Review, 22(2), 249-263.

    1. Video lecture on Gestalt and Organisations - 130 minute

    1. Quiz on Gestalt and Organisations

    1. 32. Gestalt and organisations • Assessment 123 • Concept Map

    2. 32. Gestalt and organisations • Assessment 124 • Reflection Form

    3. 32. Gestalt and organisations • Assessment 125 • Core Readings - Focus summaries / concept maps

About this course

  • $65
  • 86 lessons [31 for the quiz]
  • 2 hours of video content