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Three foundational functions determine whether a human system will thrive or stall:
We find those functions at play in all human organisations - but also within our own bodies.
These are the functions many people assume are "everyone's job". Which means, they often end up being nobody's responsibility. In most organisational charts, they appear nowhere. Sometimes they default to the CEO or executive team, who are also responsible for everything else. The predictable results: poor execution, brittle change, cultural drift.
Shapeshifters step into these gaps. They take responsibility for the work that holds everything else together. Practically, they’re enabling and uplifting the executive function.
We’ve all seen it happen. It seemed like the plan was clear, yet when it came to putting it in practice, everything fell apart. Getting things done is often much harder than we anticipate: effort is involved not just in the doing, but in ensuring that the ‘doing’ happens somewhat coherently. This is where shapeshifters come in. They do a lot of practical work, to design, test and/or lead lead initiatives that will get things moving better – from simple one-on-one or small group interventions to ad hoc project eadership or larger systemic change.
Relational and emotional work to increase trust, absorb shocks, and build the capacity to deal with change. Shapeshifters use a range of tools, from how they communicate to how they create space for others, to increase the emotional capacity of those around them and reduce what comes from pure reactivity.