"What just happened? Was this a coincidence or a sign from somewhere?" What happens to us, when experiencing something that prompt such questions in us? How do we process so-called mystical or uncanny experiences, which logic can't help navigating? And if organizations thrive on navigating challenges and dilemmas through logic and facts, could suspending fact-based thinking result into effective leadership?

Dr Noel McQuaid fascinated by these aspects of life, researched how senior leaders navigate experiences that their logic couldn't explain. He found that suspending logical thinking and not dismissing too early such experiences could actually result into effective and courageous decision-making, which otherwise wouldn't be possible or at as accessible. He shares his fascinating insights and ideas on a topic that we may rarely think of or make space for.

Dr Noel McQuaid bio: https://www.linkedin.com/in/dr-noel-mcquaid-180749112/

The Lateral Space: https://www.thelateralspace.com/

What does it take to collaborating in today's organizational complexity? There are two major shifts, which are the two sides of the same coin: 1. our interdependencies are heightened more than ever, and 2. we are expected to operate with autonomy, to be self-steering.

This mean that to be an effective leader today you need to actively manage your ability to operate autonomously AND to thrive through the interdependencies with other leaders. Easier said than done!

In this podcast episode Warden Hoffman and Petros Oratis explore the tension that most leaders and teams experience in this paradigm:

• Autonomy vs. Interdependency: we uncover the intriguing paradox of balancing your personal drive with the power of teamwork
• Psychological Dimensions: we explore the psychological orientation towards dependency and autonomy, by delving into how our early experiences shape our views on working independently and collaboratively
• Avoidance Routines: we bring language that helps spotting the sneaky team habits that can sabotage interdependent efforts and learn how to tackle them
• Practical Steps: we demystify some principles of collaboration in ways that allow us to set clear collaborative tasks, having open conversations about the cost of collaboration, and manage the conflicts between individual and collective ambitions

The Lateral Dialgoues podcast: The Lateral Dialogues | a podcast by The Lateral Space

The Lateral Space website: The Lateral Space

Warden Hoffman bio: https://www.linkedin.com/in/warden-hoffman-72b5801/

Petros Oratis bio: https://www.linkedin.com/in/petrosoratis/

How does it feel to work in highly pressurized organizations, on the "always-on" mode?

How do performance-driven organizations deal with uncertainty, lack of progress, and not-knowing?

How do ambitious people deal with their performance in these organizations?

What are the dynamics developed between individuals and leaders?

In this episode we explore some of the implications of working in highly pressurized, performance-driven organizations, by learning from the dynamics of management consulting firms.

Whilst a performance-focused culture is an imperative for the success and survival of an organization, if certain conditions aren't in place it can have adverse effects in results, organizational health, adaptability and individual wellbeing.

To understand all these deeper, we hosted Dr Peter Shepherd, who researched management consulting firms through anthropology, and unraveled for us a fascinating description of all that happens within these cultures. In this dialogue we explored some reasons behind certain dynamics and what are some conditions that allow a performance culture to be sustainable and thriving, rather than detrimental for an organization and its individuals.

Dr Peter Shepherd bio: https://www.linkedin.com/in/dr-peter-shepherd-fcipd-898955/

The Lateral Space website: https://www.thelateralspace.com/

Why are human dynamics of mergers and acquisitions so challenging?

In this episode Warden Hoffman outlines his observations, findings and ways of working when it comes to organizations and teams that merge. Warden developed this curiosity early in his career and after being exposed to M&A in many of his roles he found himself consulting to numerous organizations and teams post-merger.

We explore a series of questions:

What are the human forces that slow down the creation of a new entity post-merger?

Why former organizational identities matter so much?

Why are mergers prone to create competitive dynamics, even when that's not needed and what are the competing for?

What are some practical ways of addressing these very challenging dynamics, when planning a merger or leading merged teams?

Warden Hoffman bio: https://www.linkedin.com/in/warden-hoffman-72b5801/

the lateral space website: http://www.thelateralspace.com

the lateral dialogues podcast: https://thelateraldialogues.podbean.com/

A major shift in how we look at teams is to not only look at individuals and how they create a group but to see the group as one entity, the team as a whole. Do teams have a secret life of their own?

This different perspective on teams as being one entity, creates a novel perspective on group dynamics and offers the opportunity to work with teams differently.

In this episode, we explore the tension between our tendency to focus on the individual while being part of a team system. How does this affect the people part of the team, what are typical team behaviors we can distinguish and how does it impact the way a team learns and develops?

Our guest is Dr Martin Lüdemann, who has worked as a psychologist and supervisor for 30 years, consulting, supporting, and guiding groups and individuals in organizations. Martin recently completed the Professional Doctorate at the Tavistock Clinic, where he researched group-as-a-whole phenomena.

Dr Martin Lüdemann profile: https://www.linkedin.com/in/dr-martin-luedemann-05375277/

The Lateral Space: https://www.thelateralspace.com/

How can we connect with our creativity when we are challenged? Creativity is more than artistic expression. It starts from conceiving a new thought, allowing it to emerge, socializing it and converting it into action. Often times what emerges through creativity goes against the current stream, which is exactly what's needed to get us out of unknown challenging situations. So how do we enable this to happen? How can we allow creativity under pressure?

This dialogue features Stephanie Davies an organizational development and change consultant who is specialized in creativity. Stephanie researched the lives of very creative people to understand how creativity functions and with that knowledge understand where we can locate creativity in organizations and our leadership.

Dr Stephanie Davies profile: https://www.linkedin.com/in/dr-stephanie-davies-70ab48136/

The Lateral Space website: http://www.thelateralspace.com

How does it feel knowing that you might be the next leader in line? How does being destined to lead impact your identity? How do you build credibility and enable your authenticity? Will you always be compared to the previous generation? Can succession in family businesses be meritocratic? And is the right way for the next leader to emerge amongst siblings or peers?

In this episode, we explore the fascinating dynamics of leadership succession in family businesses. We may find that these invaluable lessons are applicable to the abiding challenges of succession in any type of organization, and especially those struggling to replace their current strong and successful leaders.

We are joined by Dr Mariana Moura, consultant to family businesses, board member of a family business, who completed her doctoral research on next-generation leadership in family businesses and author of the book "Supergovernance: A Broad Look at the Challenges of Family Businesses".

Mariana Moura bio: https://www.linkedin.com/in/mariana-moura-2318217a/

Research thesis: https://repository.tavistockandportman.ac.uk/2862/

The Lateral Space: https://www.thelateralspace.com/

Follow us on LinkedIn: https://www.linkedin.com/company/14652748

Throughout human history we have been developing and deploying technological solutions in the service of organizational and human needs. But after technology gets introduced, we may quickly find ourselves operating in the service of the needs of technology more than our own. Our tendency to idealize its possibilities and benefits, may quickly make us give up authority to technology to lead us, and lose our capacity to think as every situation requires us to. We adjust our lifestyles or work processes to serve the tech interface, sometimes forgetting that it should serve us. Why do we do that? And how could we approach technology, so that we benefit from it and effectively manage its consequences?

We are joined by Dr Nick Waggett who has been extensively studying the dynamics of organizations through a systems-psychodynamics and socio-technical systems perspective and particularly researched technology use in public service organizations (UK healthcare). Nick helps us explore: why do we abdicate our authority to tech systems, and how does this impact our capacity to lead? What is the management focus when implementing technology and what might get lost? In our everyday psychology, how does a tech interface become our mental image and overall filter of the world? How are current social dynamics a result of the human interactions within tech interfaces? Finally, what can we learn from our hopes and fears associated with the current AI evolution?

Dr Nick Waggett is the course leader of the Tavistock professional doctorate "Advanced practice and research: consultation and the organisation" https://tavistockandportman.ac.uk/courses/advanced-practice-and-research-consultation-and-the-organisation-d10d/

The Lateral Dialogues are hosted by Warden Hoffman and Petros Oratis, managing partners at The Lateral Space http://www.thelateralspace.com/