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"The world is not what I think, but what I live through" (Merleau Ponty)

Writing & Research - Publications

Here is a sample of some of the publications we have produced over the past years.

Breakdown and Possibility in Managerial Work Reflections for Coaches

by Robert Farrands

Contact and Context: New Directions in Gestalt Coaching/Gestalt Press/Routledge, Taylor Francis Group (2016)

Currently in press the Chapter draws a comparison between managerial and coaching work. It proposes that the process of giving and attracting commitments is critical to both realms, because it conserves organisation in the face of threats and prepares the way for deeper contact with organisational purpose.

Modelling as a process of describing and creating change

by Robert Farrands

Thinking about behaviour change: an interdisciplinary dialogue/A UCL Centre for Behaviour Change publication (2015)

On the one hand models may be the focus of collective and individual commitments, confidently projected out into the world. On the other hand models may be the very things that open us up to the situational possibilities of otherness and difference.

How to....use polarities

by Bridget Farrands

Coaching at Work Journal (September/October 2014)

How to deal with intractable business issues through understanding and working with polarities.

A Gestalt Approach to Strategic Team Change

by Bridget Farrands

OD Practitioner Journal (October 2012)

An account of an assignment to develop a leadership team and the work it took to bring about the changes they wanted.

Leadership Transitions: How business leaders take charge in new roles

by Richard Elsner and Bridget Farrands

Kogan Page (2012)

In a working life of 35 years, a manager can expect to make at least 10 job changes - or transitions - where the demands for rapid business delivery and effective leadership will only increase with each new job. According to recent research, over 25 per cent of new leaders appointed from within fail within 18 months; the figure is closer to 40 per cent for new leaders appointed externally. The cost of this rate of failure is high, ranging from financial to performance to organizational disruption.
This book identifies the sources of these failures and how to overcome them. The authors show that, whether the new leader has arrived as an external appointment or has been promoted internally, the experiences can be divided into three phases: Arriving, Surviving and Thriving. By analysing the different features of the leader's experience at each of these stages, the authors are able to provide a strategy for leaders to take charge and succeed in their new roles.

Opening to the World through the Lived Body: Relating Theory and Practice in Organisation Consulting

by Robert Farrands

International Journal of Action Research, 5(1), 114-143 (2009)

An inquiry into the practice implications of Maurice Merely-Ponty's theory of embodied human being. Includes a description of consulting practice where the body reveals the cultural background, and organisational history that lies behind consulting situations.

Choice, Habit and Context in Organisational Life

by Robert Farrands

Gestalt Review 11(2), 144-152 (2007)

The role of taken for granted assumptions and unaware habits in mediating choices within organisational settings illustrated with practice cases.

Sustaining Dynamic Tension When Consulting to Complex Systems

by Robert Farrands

British Gestalt Journal, 10(1), 4-12 (2001)

A description of consulting to an oil company on a strategy project investigating the future of the Brent Field. Investigates the use of self and place to create a unique intervention that gave the multifunctional team an experience of working together in order to integrate diverse inputs into a homogenous report.