In the organisational context we often find that vertical development identifies different stages or levels in a process of group change. Research has consistently shown that transformational change in organisations is only likely to be sustainable when at least one or two senior leaders (or their consultants) profile at later stages of development. And interestingly, our experience has also demonstrated that even though several senior players may be operating at later stages there is no guarantee that, when together in a team, the group dynamic will reflect this. Time and again we see groups trapped in habitual ways of thinking and acting; struggling to break with well-worn patterns of reacting; responding, as a group, from an earlier action-logic than each are individually capable of embracing.
When teams or groups become aware of how each individual profiles, with their current strengths and blind spots, a recognition of current group shortcomings – stuckness even – can become much more apparent. Old, limited processes can be dropped so that new, more systemic ways of communicating and effecting sustainable change can be introduced with less resistance and greater enthusiasm.