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This paper will explore my experiences of an organisational response to the pandemic of COVID-19, whilst simultaneously on a systemic journey to transform practice. I will use a number of systemic ideas as a means of helping me to make sense of my experiences. These ideas will draw upon the domains model (Lang et al, 1990) safe uncertainty (Mason, 2019) and social constructionism (McNamee and Gergen, 1992). I will interweave personal reflections and demonstrate a synergy between my personal and professional self.
Writing this paper has helped me to reflect on the importance of ensuring that as an organisation we pay due diligence to holding onto our systemic identity. The shifts that have occurred as a result of this pandemic and the likely consequences of austerity measures, could invite a narrowing in how we position ourselves with each other and our systemic selves. It is for these reasons that we have to hold onto expansion so we do not become reductionist, risk averse and hopeless.
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