Vision HumanDimensions

People need to feel connected to one another. Without connection, teams, organisations and social networks break down. At the same time, people need their own individual space within which to develop their talent and find inspiration in their work.

This confronts us with a permanent dilemma. On the one hand we have the connecting force that provides harmony, links social networks and stresses similarities. On the other, there is the power of action that calls for individual freedom, the need to realise our own viewpoints and stresses differences. A universal human dilemma that may lead to even greater confusion in a culturally diverse environment, and frequently leads to thinking in terms of us versus them and right versus wrong.

We refer to the tensions this dilemma gives rise to as ‘cultural dynamics’ or ‘the dynamics of difference’. Dealing with differences, with diversity, means dealing with a range of diverse values, standards and needs. Both between individuals (different talents and qualities) and between groups (such as different departments, national groups, generations, ethnic groups).

An organisation that succeeds in valuing all of its employees for their unique talents is referred to as an 'inclusive organisation'. Such inclusivity can only be achieved by making good use of the dynamics of difference.

The interventions we apply to leverage the dynamics of difference and unleash the hidden creative forces, are chosen on the basis of the following starting points:

1. Connecting through differences

If we are connected to our shared goals, it is important to make room for those things that are important for each of us. Connections between people, irrespective of origins, beliefs, gender and cultural background, are essential when taking on complex challenges.

Being connected through differences means recognising and accepting differences and being willing to talk about these. While at the same time understanding our similarities and universal needs ‘through the differences’. This approach reveals all perspectives and – if we then link the different ideas to the targets of the team or organisation – allows us to make real use of the value of diversity. The paradox of 'inclusive thinking' is that we are able to get closer to one another precisely by increasing the differences.

Connecting individuals involves simultaneously connecting the social networks to which they belong. After all, no one is an island: everyone has whole armies of people and networks behind them, who can be of inestimable value in personal, social, intellectual and commercial terms. Access to a new network may lie with a different department at the end of a corridor, or literally on the other side of the world.

Everyone can provide access to potential new networks and opportunities. HumanDimensions considers it important to make conscious use of this resource in the creation and distribution of new ideas and the implementation of change. Important from the point of view of both management and customers.

In a multicultural working environment, the truth is not always somewhere between two positions, but often expresses itself in the form of dilemmas and polarities. In many cases, two opposing perspectives can be equally true, depending on the perspective from which you are looking. Such issues cannot be resolved on the basis of a classic problem-solving frame of reference used to arrive at a step-by-step plan on the basis of either/or choices.

In a (culturally) diverse environment, all  kind of dilemmas that need to be managed are often not resolved. The challenge is to make full use of the opposing forces from the two sides of a polarity. Not a compromise, but allowing the benefits of each side of the polarity to work. Creating solutions that minimise the negative effects and maximize the positive. We call this dilemma thinking, or polaritiy management: the creation of solutions to remove the stress from people and/or systems, and make use of the healthy tension that remains.

This demands a way of thinking that is different from what we are used to. One that focuses not on looking for harmony, nor on the release of tension. But rather the creation of a dynamic balance, through which we can take steps forwards.

Some examples of dilemmas that challenge us to make full use of the opposing forces:
… how can we feel connected and debate our differences?
… how can we place the emphasis on both individual performance and team performance?
… how can we allow both rational arguments and our intuition to guide us?
… how can we adopt an attitude that is both rational and emotional sensitive?

In other words:
… how can we find a dynamic balance between permanent contradictions?

Real change in people, teams and/or organisations is reflected in their behaviour. In training and coaching, the focus is generally on changes in individual behaviour. At the same time, HumanDimensions places great emphasis on recognising the behavioural patterns of the groups within which individuals move.

Through their behaviour, people influence organisations and organisations in turn influence individuals. This is also referred to as ‘culture’. Sustainable changes in individuals and organisations starts, in HumanDimensions’ opinion, with becoming conscious of reality. Questions we consider to be relevant to this include: what are the dominant behaviour patterns and unwritten rules at any particular moment? What are the results of these, in a positive and negative sense? And how can we break out of patterns that limit the effectiveness and growth of people and organisations? And, of course: how can we translate these ideas into concrete actions?

The system is perfectly designed to produce the results it produces (Adam Kahane), so if we want different results, from individuals or groups, we will have to also look at the systems within which people are working. We need to change the culture, by changing behaviour.