The Convergence Trap™
Five structural signals reshaping health, human and community services NGOs.
When pressures start to interact
Across Australia, leaders of health, human and community services organisations are managing a long list of pressures at once: rising and more complex demand, workforce costs and shortages, funding that has not kept pace with costs, new reporting and compliance expectations, and rapid technological change.
Most of those pressures are familiar. What is changing is the way they now pull on each other. A funding decision, a workforce decision and a technology decision can each make sense on their own and still work against one another. When that happens, strategic choices start to narrow. Decisions that once felt possible begin to look risky, and attention moves to what has to be managed this month.
The guide reads five structural signals and what happens when they interact. It does not offer definitive answers. It offers a way to recognise how pressures may be converging on your organisation, and which decisions need to come forward in the next 12 to 36 months.
Inside the guide
Six pages from the forty-eight.
Contents 
Five structural signals 
What each signal is 
The convergence trap 
Return to centre 
Quick self-assessment
Many organisations use it in board strategy sessions, executive offsites and planning days, where leaders step back from day-to-day pressure and look at the wider system.
The online companion carries the dates, the decision brief and the full source list.
Next step
The Convergence Check
A short diagnostic that goes with the field guide. Fifteen minutes, and you get a read back.
Find your way through.
If the complexity in your organisation isn't going anywhere, and you have less certainty than you'd like, that's ground Susanne has worked for thirty years.
Start with a conversation to find your team's way through.
