This observed dialogue between former teacher and student, explored a key concept arising from the work of The Grubb Institute of Behavioural Studies. The dialogue explored implications that connectedness has for the work of leadership, organisational and societal transformation, and the core experience of being human.
Connectedness refers to unconscious, spiritual, unseen experiences of other-ness, self, and One-ness.
This concept was a critical development of the work of The Grubb Institute where 50 years of action-research enabled understanding of systemic dynamics to move beyond person-in-system, taking into account universal and spiritual factors at play. The working hypothesis is that enquiring into the fullness of human experience in role offers great possibilities for sense-making, liberation, and transformation.
Background – in 1963 Ken Rice of the Tavistock Institute was approached by Bruce Reed of Christian Teamwork. The purpose was to investigate how group dynamics might further research into how leaders utilise faith, values and beliefs as a resource; the foundations of thinking regarding Connectedness with Source. The consultancy, action-research and conceptual development later moved into business, educational institutions, and prisons. In 1969 the name changed to The Grubb Institute where the focus on action-research deepened, resulting in numerous books, papers, academic programmes, and cutting edge consulting practises.