The Partnership provides a systemic approach to organisational change. This means that we serve the interests of the whole system that includes your organisation. We see and work with the whole in a way that honours whole people, whole teams, and whole organisations. Appreciating the relationships between these subsystems allows us to deliver proven results.
Studies show that between 70-90% of all organisational change initiatives fail. Our systemic approach generates proven success, founded on new wisdom developed from an understanding of living systems.
We view an organisation not as a machine in need of tuning, but as a living system requiring nurturing. Change is an organic, natural, and emergent quality of every organisation – it can be influenced, but not controlled.
We identify leverage points where small changes can produce disproportionately larger outcomes over time. We work within your purpose, vision, and values. The outcome of our work is the development of your individual and organisational capacity to influence the ongoing evolution of your organisation’s culture in a way that enables new futures to flourish.
- PhD (organisational sustainability and cultural transformation, leadership, complexity)
- Graduate Diploma in Management
- Bachelor of Economics
- Leadership studies at Harvard University, USA.
- Professional Certified Coach, ICF
- Dean’s Commendation for Doctoral Thesis Excellence
- International Coaching Federation – 2009 President’s Award for services to the Australasian coaching industry (International Award)
- University of SA’s Most Outstanding Student Award in 1996 for Grad Dip In Mgt course.
Big Little Shifts: A practitioner’s guide to complexity for organisational change and adaptation (2020)
Organizational Change as Emergence: A Living Systems Perspective, Handbook of Systems Sciences, Springer, 2021
Sam Wells, Josie McLean, Pages 559-581
Ecological and Climate-Conscious Coaching: A Companion Guide to Evolving Coaching Practice
By: Alison Whybrow (Editor), Eve Turner (Editor), Josie McLean (Editor), Peter Hawkins (Editor)
Due for release on 2 December, 2022
The second industrial transformation of Australian landscapes
BA Bryan, WS Meyer, CA Campbell, GP Harris, T Lefroy, G Lyle, P Martin, …
Current Opinion in Environmental Sustainability 5 (3-4), 278-287, 2013
One Way Forward to Beat the Newtonian Habit with a Complexity Perspective on Organisational Change
S Wells, J McLean
Systems 1 (4), 66-84, 2013
Simple models for managing complex social–ecological systems: the landscape futures analysis tool (LFAT)
DM Summers, BA Bryan, WS Meyer, G Lyle, S Wells, J McLean, T Moon, …
Environmental Modelling & Software 63, 217-229, 2015
Regional engagement and spatial modelling for natural resource management planning
WS Meyer, BA Bryan, DM Summers, G Lyle, S Wells, J McLean, …
Sustainability Science 11 (5), 733-747, 2016
Adapted future landscapes-from aspiration to implementation
W Meyer, B Bryan, G Lyle, J McLean, T Moon, M Siebentritt, D Summers, …
National Climate Change Adaptation Research Facility, 2013
Flourishing at the edge of chaos: leading purposeful change and loving it
J McLean, S Wells
Journal of Spirituality, Leadership and Management 4 (1), 53-61, 2010
Embedding sustainability into organisational DNA: a story of complexity
University of Adelaide, Business School, 2018
Organizational Change as Emergence: A Living Systems Perspective
S Wells, J McLean
Handbook of Systems Sciences, 1-24, 2020
Emergent organisational change: A living systems perspective
S Wells, J McLean
Handbook of Systems Sciences, 2019
Flourishing at the edge of chaos: Leading purposeful change and loving it
R Wells, J McLean
Spirituality, Leadership and Management Network, 2010