informal coalitions

The negative spaces of organizational dynamics #3 - Leadership implications

In two earlier posts (#1- A metaphor and #2 - The limits of rationality and either-or thinking), I speculated on the insights that negative-space drawing (as described in Betty Edwards's Drawing on the Right Side of the Brain) might offer in relation to organizational change and development. This third and final post draws out some of the implications for leading organizations and makes some links to the informal coalitions view of organizational dynamics.

The negative spaces of organizational dynamics #2 - The limits of rationality and either-or thinking

This post builds on the earlier discussion entitled The negative spaces of organizational dynamics #1 – A metaphor. It similarly draws on the notion of the negative space within drawings, as introduced by Betty Edwards in her book Drawing on the Right Side of the Brain. In particular, it challenges the limits of rational, ‘left-brained’ thinking in organizational leadership and consultancy.

The negative spaces of organizational dynamics: #1 - A metaphor

Some years ago, I bought a book by Betty Edwards, entitled Drawing on the Right Side of the Brain. This coincided with my initial interest in the impact of the hidden, messy and informal dynamics of organizational change, which has since found its way into Informal Coalitions. This post takes a brief excursion into the world of the artist as set out by Edwards, with the aim of drawing out some new insights for leaders into the underlying dynamics and performance of their organizations.