This thesis researches how the consultant can participate in the creation of successful processes in organizations using multiple theoretical and practical traditions and a pragmatic reflexivity. The research shows how the consultant can do this using a heuristic model developed in the thesis called the consultancy room consisting of three dimensions: distinctions of position, distinctions of system, and distinctions of time. The thesis shows 6 different and distinct positions that the consultant can use in practice: the OD, systemic, solution-focused, appreciative, narrative and strategic position. To show their practical usefulness multiple examples of developing teams are described. The research shows that positions are firstly to be understood as theories that the consultant knows from experience and literature and brings to the organization and secondly the research also shows how such positions are created and coordinated with the customer before and during the consultancy process. The thesis further shows how the consultant can work with multiple distinctions of system. Three prototypical distinctions of system are introduced: the individual, the group, and the organization as part of the consultancy room to help the consultant increase his orientational abilities in practice. And a further distinction between the conversational and the linguistic system is made to help the consultant reflect in and on practice. The conversational system addresses the design of the process by reflecting with the customer about who should talk to whom in order to develop the situation. The linguistic system addresses how the system in focus is being talked about. The thesis shows how the different positions look at and give different possibilities for action in relation to the different distinctions of system. Finally the thesis shows how the consultant can work with multiple distinctions of time. Three prototypical distinctions of time are introduced: the moment, the meeting, and the process as part of the consultancy room to help the consultant navigate in practice. Again the different positions give different ideas of how to act in the moment and how to design meetings and longer processes. The research is done using the researchers own practice as data. A pragmatic research method is created and based in particular on the work of John Dewey (Dewey 1916 1938, Brinkmann 2006) and Gregory Bateson (Bateson 1972 1984)looking at similarities and differences between multiple examples from the researchers practice.

This thesis explores the application of Green Growth strategies in Rwanda, focusing on community resilience and systemic leadership within the Green Village Model. The research addresses the gap in understanding how these strategies are adopted in the challenging socio-economic contexts of the Global South, with a specific examination of Rwanda's pioneering Green Village. Using a qualitative case study approach, this study involved interviews with key stakeholders including government officials, community members from the Green Gicumbi village, and experts in the mentioned theoretical frameworks.  Findings indicate that Rwanda's adoption of Green Growth strategies is contextually driven, reflecting the unique socio-economic and environmental challenges faced by the communities. Systemic leadership has emerged as crucial in fostering an environment that enhances community resilience, thereby supporting the successful implementation of Green Growth. This interconnectedness significantly bolsters the community's capacity to adopt green technologies, manage resources sustainably, and enhance socio-economic well-being. The study contributes to the theory of sustainable development by providing insights into the dynamics of Green Growth strategies in the Global South. It underscores the importance of aligning such strategies with local needs and conditions to ensure their effectiveness and sustainability. The thesis also offers practical recommendations for policymakers and stakeholders involved in crafting andadopting Green Growth strategies, suggesting that fostering leadership that appreciates systems interdependencies and community-driven initiatives can significantly enhance the resilience and sustainability of vulnerable communities.

This thesis explores leadership from an inverted or inner perspective of a leader. It draws on humanistic, psychological approaches to leadership, and develops a theory of systemic, constructivist leadership. While systemic, constructivist concepts are well known and accepted methods in therapy, counselling, coaching, and organisational consulting, in leadership there is still a gap between theory and practise. In this study systemic, constructivist ideas such as self-organization of human systems, radical constructivism, and systems theory are transferred, through an experiential learning project to leadership practise. Previous research (Steinkellner, 2005) indicated that in addition to the understanding of systemic theory and the application of systemic interventions, the specific mental attitude of a leader is required. So this thesis (1) explores the qualities of the mental attitude of a systemic, constructivist leader, (2) reflects on the transformation of the self of a leader in an experiential learning process, and (3) develops a theory of systemic, constructivist leadership. The methodology is heuristic inquiry, which involves the subjectivity of the researcher, and includes introspective procedures such as self-searching, self-dialogue, and self-discovery (Moustakas, 1990). Its focus on the inner perspective of a leader is unusual, if not unique. Various concepts from humanistic psychology including tacit knowledge (Polanyi & Sen, 2009), awareness (Perls, 1973), and focusing (Gendlin, 2003) were applied to transcend the concept of rationality both in science and in business. The main contributions of this study are: the description of a theory of systemic, constructivist leadership and; the design of appropriate training to implement this.

This thesis explores leadership from an inverted or inner perspective of a leader. It draws on humanistic, psychological approaches to leadership, and develops a theory of systemic, constructivist leadership. While systemic, constructivist concepts are well known and accepted methods in therapy, counselling, coaching, and organisational consulting, in leadership there is still a gap between theory and practise. In this study systemic, constructivist ideas such as self-organization of human systems, radical constructivism, and systems theory are transferred, through an experiential learning project to leadership practise. Previous research (Steinkellner, 2005) indicated that in addition to the understanding of systemic theory and the application of systemic interventions, the specific mental attitude of a leader is required. So this thesis (1) explores the qualities of the mental attitude of a systemic, constructivist leader, (2) reflects on the transformation of the self of a leader in an experiential learning process, and (3) develops a theory of systemic, constructivist leadership. The methodology is heuristic inquiry, which involves the subjectivity of the researcher, and includes introspective procedures such as self-searching, self-dialogue, and self-discovery (Moustakas, 1990). Its focus on the inner perspective of a leader is unusual, if not unique. Various concepts from humanistic psychology including tacit knowledge (Polanyi & Sen, 2009), awareness (Perls, 1973), and focusing (Gendlin, 2003) were applied to transcend the concept of rationality both in science and in business. The main contributions of this study are: the description of a theory of systemic, constructivist leadership and; the design of appropriate training to implement this.