Cathie O'Brien  

  Gestalt Psychotherapy, OD Consultancy, Supervision, Coaching, and Training 

  Organisational Development

I hold a Post Graduate Diploma in Relational Organisational Gestalt and accreditation with EAGT-GPO (The European Association of Gestalt Therapists - Gestalt Practitioner in Organisations)

Gestalt is regularly used in executive coaching courses, especially due to its emphasis on excitement and growth in human development. A gestalt approach places emphasis on developing awareness in individuals, groups and organisations. These are the aspects of self or organisation that are unconscious or ignored - the implicit. The explicit, the cognitive, the verbal aspects are often valued over the implicit, non verbal, relational aspects. People speak volumes through the latter while maintaining face through the former. This split in human and organisational development can unintentionally cause conflict, upset, undue stress, burnout and as a result impacts performance. Gestalt, through developing awareness, can help to identifying blocks to individuals and organisations reaching their full potential and can greatly improve performance through emphasis on a relational and, therefore, team approach.

I combine relational organisational gestalt with attachment, trauma and the neurosciences. I empower teams through teaching and role modelling this approach, with emphasis on self, other and the situation, the gestalt cycle of experience and the process of presence.

 How I may help you:

  • Working with and developing leaders.
  • Facilitating difficult team dynamics and creating the conditions for courageous conversations.
  • Facilitating organisational and team development.
  • Exploring organisational structures and impact on team performance.
  • Exploring complex external systems and the organisation.
  • Organisational impact on production or clients.
  • The process of change.

Cathie explores the organisational concerns at an individual as well as at a whole service level, bringing into awareness any patterns, dynamics, or strategy that maybe creating forces and constraints within the organisation; thinking with you around the technical and strategic forces and constraints at an in house and out house level and, through experimentation, 'how' this could be managed. Initially much emphasis is placed on the 'why' of change followed by the 'how' of change and 'what' impact any change may have, developing greater awareness.This can help there to be real clarity around the reasons for change, what underpins this, and through the process of change can support staff to make a smooth transition. The 'what' the 'why' and the 'how' can be used as evidence of the reviewing, assessment and implementing process as well as outcomes.