Current Projects

• First of all, Thomas Sewerin is now gradually transferring his consultancy business experience into a PhD program at the Psychology Department at the University of Lund. This entails not only taking graduate courses and doing research projects for a PhD thesis, but also teaching and becoming part of the development of the field of management and organizational psychology at the department and at the university.

• Teaching and training coaching. In connection with the publication of the book Teams, Leadership and Coaching, Thomas lectures on the principles of good coaching. Because of the complexity and pressures of daily work there is a great need today – for managers in companies, teachers and professors at the university, and senior doctors at hospitals, for instance – to learn the basics of coaching. Through coaching peers and colleagues at junior positions knowledge is passed on, there is a relief from stress, problems/challenges are solved, and creative work environments are promoted.Thomas offers a set of simple principles of coaching that can instantly be used and practised for these purposes.

• Designing and leading action learning programs. Thomas Sewerin has conceived of a simple method of engaging different generations of organisations. A group of young potentials are offered an action learning program in the organisation (for roughly 6-8 months with a series of seminars and some teamwork in between meetings), the top management of the organisation offers one of their strategic challenges as an assignment to this group. The group’s task is to learn enough of this leadership challenge so that they can coach the top management to solve the issue. Through this process they will learn about themselves (i.e. personal development), each other (i.e. team training), leadership (i.e. through understanding the complexity of the strategic issue and through dealing with and observing the top management struggling with this issue), and coaching (i.e. through not serving solutions but supporting and challenging the client when they implement action in relationship to the strategic issue). One of the benefits of this process is that the organisation, through a series of these programs, will have a pool of possible candidates to choose from for new leadership positions. Another benefit is that, through this involvement by the next generation of not yet positioned actors in the system, strategic challenges will be easier to implement in the organisation.