After working with Simric you are likely to find your teams have an increased ability to support each other, to face daily challenges with greater confidence, that they have more enthusiasm for their tasks and that they have a greater range of techniques they can call on to help in more difficult situations. You are likely to find an ability to work more effectively with both your current client base and with expanding this base.

Simric Yarrow BA (Hons) (Oxford University – Balliol College) MA (London – SOAS) PGCE (London – IoE) DipEd (Centre for Creative Education, Cape Town)

"Transformational Energy Activist"*

*Proper Noun:  Person able to catalyse positive, deep organisational transformation by challenging the status quo in order to co-create new, dynamic scenarios which answer the needs of the enterprise going forwards.

Simric brings the creative, holistic edge your organisation needs for the coming challenges of our society and economy.


Neuroscientists[1] now say we learn best when we think, feel and do, i.e. through “whole body learning” that engages the body and the emotions, as well as the rational mind.  The more we involve other parts of the brain, the more neural connections we make that reinforce learning – and the more connections we can make among group members for mutual understanding, better communication. This unleashes greater creativity, greater productivity, and a greater sense of belonging and positive feelings. His range of creative processes that engage “whole body learning” are of great value therefore for Strategic Planning/ Visioning, Change Management, Sustainable Leadership Development, Conflict Resolution, Team Building within and between groups/ silos, Internal negotiations, Planning/monitoring/evaluation sessions etc
[1] see the work of Dr Adele Diamond, University of British Columbia, “Tools of the Mind”

Simric works with the premise that all members of an organisation have leadership potential in different ways, and that by using creative and exploratory methods this potential can be seen anew by other members of the organisation. The methods used draw from a wide variety of sources and can also be created after discussions around your needs, as creative processes often are chosen most effectively in relation to a specific set of circumstances. 

Some sample processes that might be created for different needs:

Strategic Planning/ Visioning

Building strategy from the individual – how can we share the passionate interests of the group members outside of the work situation, not just their job descriptions?

Physically practising exploring the future (and past) and feeling more able to act in the present from what is learned there.

Dramatic explorations of broader context through writing/theatre/music/movement to inform an ideal future and bring it back to inspire the planning process.

Conflict Resolution

Exploring awareness of body language through reducing experiences to basic non-verbal social moves.

Problem-solving/ conflict resolution: What picture do we have of the dynamic at work (feeling + facts + metaphor e.g. “if this situation was a landscape, what would it look like” from each person)

Using other people to “sculpt” the dynamic. What line of poetry can we write about that? How can it be shifted? What line of poetry is then possible?

Sculpting/gesturing someone else’s story – either one person or several. Using choral repetition of key words to emphasize the dynamic or the shift out of it.

Taking the sting out of a situation by replaying it as a mock opera i.e. singing lines with excessive seriousness.

Also – bringing in his own performance skills – retelling a group’s story as a fairy tale, while the group draws this tale. Or constructing a rapid poem synthesising the material that arises during the course of a morning. Or re-enacting a dynamic himself in a lateral/archetypal way.

Team Building within and between groups/ silos etc. 

 Group/theatre exercises (e.g. for team building) – building an “orchestra” – getting group to vocalise rhythmic sounds and make celebratory piece. Being the witness for another’s non-verbal expression of a role, perhaps a role in the company or situation.

Experiencing the King/Leader in each of us – group hums in a semi-circle, each is the leader in turn, who waits to feel the hum then turns from a higher vantage point, steps down and meets every humming member of group in the eyes. Alternatively – exploring power dynamics in a safe “abstract” way through exploring the polarities of bully/victim, or ‘status’ games.

Using simple puppets (e.g. socks) to express these roles, or express sides of oneself one doesn’t usually allow to be expressed.

Mirroring each other – noticing each other’s walks and imitating them, or exaggerating these walks, experiencing being led by different body parts to shake out of left-brain mode; non-dominant hand scribbling, freewriting about one’s feelings on particular topics.

Playfully exploring different emotions and letting them go – also, reading a poem/speech in different roles according to which space in the room one is in.

Acknowledging other group members: what metaphor do I see in you?

Simric's range of ideas might collectively be called theatre techniques – seeing theatre as a crucible for exploring possible situations that can be applicable to the everyday drama of the workplace. This is NOT 'industrial theatre' where clients sit back for a professional performance on a relevant theme (though aspects of this can be offered, within these programs). However, while he believes passionately that we are all performers, there is no insistence on "performing" in front of each other, though this can be a wonderful experience when participants are ready for it.

 “The intuitive mind is a sacred gift and the rational mind is a faithful servant. We have created a society that honours the servant and has forgotten the gift.” Einstein

 Simric's work can be done in combination with other  facilitators chosen by him, or it can be added to a mix and dovetail with approaches led by other facilitators, as a complementary aspect of a workshop.

 Though Simric's work is unusual in the South African context, it is extremely valuable for diverse settings as the methods use quickly get beyond preconceived cultural notions, through using the body and essential creativity as a key learning tool. Variations on these holistic methods have been used by other facilitators in many other settings internationally, for developing leadership and performance in the broader organisational context. Here are a couple of examples:

Conversational Leadership (David Whyte)

Performance of a Lifetime (NY-based)

 "Simric is a great facilitator, he was very patient, calm and encouraging. He kept the group focused, worked well with what he had and was able to amend the game plan when necessary." -  Natasha Adonis, Account Executive (PR)

"Simric was a brilliant facilitator and planned each session well. I felt very comfortable throughout the course because of his ability to safely guide us through each process. I left each session on a high  - we had loads and loads of fun. - Jeremy Kropman, Construction Project Manager

Simric also brings a range of powerful conventional facilitation techniques around unveiling the underlying processes at work in a situation (personal or communal), its origins, and how to take it into the future,


Human beings learn about their own creativity rapidly through the simulation involved in play, as anyone who has watched children playing will know. Processes like these can be added individually to other work, but can also stand alone as half a day or more (in one go) or over several weeks (in bite-sized chunks). The work can be extended over several days to really deepen its impact.

Through playing in different ways – according to specific tried and tested powerful methods of transformation - we thus engage our whole being on the issues of the workplace, often in a more lighthearted and fun way than offered in more conventional processes. These methods can appear misleadingly simple but often have profound results. They often develop "presencing" which is now understood as a key success factor in organisations, notably by "Theory U" creator Otto Scharmer.
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