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The questions that matter are:
How can we contribute to people, organisations, communities?
What can we give this system?
What can we add to make this context human centric?
Have we taken into account the well-being of all those connected to this environment ?

If these questions become a constant in the organisation, things will flourish and prosper.

All the other approaches will, in the end, do damage somewhere along the time-line, disturb the equilibrium of the whole system, take advantage of people somewhere in the context and will only stimulate survival instincts instead of activating human skills.
It is not about promises or pressure, single loop solutions or intelligent models, personal or collective gain.
It is about contributing, supporting, making possible.

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Organisational advising

I have been in this profession for more than 25 years, worked with global companies, inner cities, teams in transformation and the shop around your corner. But only now I am reaching the level where I feel comfortable to advise (and not being part of) on transformation, the future and the relation to the context of your team, organisation or governance.
There is so much control, protocol and defensive reasoning in the leadership and mindset of our organisations, that there is little space for reflection. Still, that is the first step we are going to take! We have to create awareness about the link between our actions, motivation, purpose and the suffering and fixations somewhere in the system. If we are able to do that, you will have located a "trigger-point" for transformation on the basis of human-centric focus.
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Coaching & mentoring

The coaching and mentoring clients I work with usually have a complex personal or professional reality to deal with. We are going to figure out how to work with this reality in the current context and get a grip on the why of the situation too.
I am a human centric coach, rooted in humanistic view rather then a behaviouristic approach. It means that we do not approach the task before us as a problem against a fixed ideology, methodology or classification.
We do use our observation skills and of course try to make sense of the information by using insight and knowledge of a lot of people, but always based on the whole system and firmly connected to the context.
I have mentored leaders and artists throughout their career and coached individuals and teams in complex circumstances both in their personal and work life.
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