
Organisational Consultancy
Thinking Space Consulting is a diverse, multidisciplinary team of organisation consultants dedicated to developing organisations aiming to enhance or sustain engagement and performance. We promote 'thinking spaces' as a regular part of an organisation's growth process, addressing diversity, unconscious biases, hierarchies, and other hidden cultural issues.
Using a reflective methodology based on Philip Stokoe's Healthy Organisation Model* and with a systems psychodynamic approach, Thinking Space consultants help organisations uncover often unseen or unacknowledged dynamics that hinder effective work.
We have found that the nature of relationships, power dynamics, authority, responsibility, awareness of differences, and an organisation’s external relationships all significantly impact its performance.
Our team comprises professionals with extensive experience across the NHS and beyond, equipped to identify and tackle root challenges within organisations. We tailor our consultations to each organisation’s needs, offering services from one-off 60-minute meetings to ongoing support, including facilitation of workshops and awaydays for comprehensive development.
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*Stokoe, P. (2011). "The healthy and the unhealthy organization: How can we help teams to remain effective?" In A. Rubitel & D. Reiss (Eds.), Containment in the Community: Supportive Frameworks for Thinking about Antisocial Behaviour and Mental Health (pp. 237-259). Karnac Books

A BLUEPRINT FOR EXCELLENCE
The Healthy Organisation Model
At the heart of our approach is the Healthy Organisation Model. Think of it as your organisation’s fitness tracker, helping pinpoint vulnerabilities and setting benchmarks for optimal functioning.
Borrowing from the Tavistock and Group Relations Models** this framework zeroes in on the key ingredients of a thriving organisation: perception, thinking, care, and curiosity.
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​ **Shapiro, E. R., & Carr, A. W. (2012). An Introduction to Tavistock-Style Group Relations Conference Learning. Organizational and Social Dynamics, 12(1), 70-80