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Fire and the Pendulum

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The implications of organizational irreversibility are profound, for major problems often emerge when organizational fires are mistaken for organizational pendulums. The 1991 Soviet coup, for instance, appears at least from a short-term perspective to exemplify an irreversible, combustible form of change. Whereas the coup leaders thought that the Soviet Union would continue to operate as a pendulum with each new group of leaders restoring the government to its previous state, the people on the streets saw this as an opportunity to bring about a fire—a second order change. There was going to be a change in the very process of change itself. This new order of things was not one of restoration, but rather one of transformation. Even if the new Russian order fails, there will never be a return to the old order. There will never again be a Soviet Union as we knew it during the years of the Cold War. The story can not be untold.



William Bergquist

An international coach and consultant, professor in the fields of psychology, management and public administration, author of more than 45 books, and president of a graduate school of psychology. Dr. Bergquist consults on and writes about personal, group, organizational and societal transitions and transformations. His published work ranges from the personal transitions of men and women in their 50s and the struggles of men and women in recovering from strokes to the experiences of freedom among the men and women of Eastern Europe following the collapse of the Soviet Union. In recent years, Bergquist has focused on the processes of organizational coaching. He is coauthor with Agnes Mura of coachbook, co-founder of the International Journal of Coaching in Organizations and co-founder of the International Consortium for Coaching in Organizations. His graduate school (The Professional School of Psychology: www.psychology.edu) offers Master and Doctoral degrees in both clinical and organizational psychology to mature, accomplished adults.

Agnes Mura

Agnes Mura, MA MCC, forged her approach to people and organizations in different political systems, European universities and a dramatic life of geographic and professional migrations. Her careers as an academic, senior international banker and then executive coach reflects her relentless curiosity for the ways individuals add value in the world, while staying true to their ever-expanding sense of self. Inspired by her studies in philosophy and linguistics, steeped in the human potential
movement as much as in the world of global business, she is among the Master
Certified Coaches (MCC) of longest-standing experience in the US. Fluent in six
languages, she coaches C-suite executives and their teams in Global 1000
companies, and delivers systemic Leadership programs worldwide. Her deep understandin of how people develop through professional (and life) changes, and her proven cultural acumen allow her to also galvanize and empower large audiences to take on new creative action. For over fifteen years, in addition to holding leadership
positions in several national coaching organizations, she has been an Assessor
for the ICF, certifying coaches and accrediting coach training programs



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