Engagement V · Organisational sensing · Flagship
CURRENT Organizational Orientation Dynamics™ (OOD)
Organisations move before they decide. This is the only CURRENT engagement that takes a leadership team out of its own building for several days, into terrain where orientation cannot be described — only observed. It is a field study of a team, conducted by the team itself.
2 – 4 days · Outdoor, residential · One closed leadership team
Away from the usual room, different signals become visible.
What the field is for
CURRENT Organizational Orientation Dynamics™ (OOD) is not a conventional leadership retreat.
Part of the programme takes place outdoors and away from familiar organisational surroundings. Leaders work through demanding, time-bound situations in which information is incomplete, conditions shift and no one can rely entirely on role, hierarchy or prepared answers.
The purpose is not physical endurance. It is to make the team's actual dynamics visible: how people orient, communicate, assume authority, respond to ambiguity and recover when their first interpretation proves incomplete.
The experience creates pressure — but pressure with purpose. Each movement is followed by facilitated reflection, connecting what happened in the field to the team's strategic and organisational reality.
The setting changes. The patterns travel with you.
The rhythm of the days
The team moves between action and reflection, allowing patterns to be experienced, examined and connected to the organisation's real work.
The situation this addresses
This programme is for a leadership team that suspects its formal structure has stopped describing how decisions actually travel. Work routes around certain people. Others carry authority no title granted them. Change initiatives are agreed in the room and quietly re-decided in corridors.
None of that is visible in a workshop, because a workshop lets everyone behave as their job description. It becomes visible when conditions are genuinely unresolved and the group has to move anyway.
What is being read
Orientation Points
When uncertainty rises, people do not turn to the highest rank. They turn to whoever creates orientation — whoever stays calm, and is trusted before anyone can say why. These terms belong to Orientation Dynamics™, a CURRENT engagement; they are distinct from the Orientation perspectives — Personal, Relational and Organisational — set out at /saxskiold/orientation.
Resonance
How someone listens, disagrees or meets a failure spreads quietly through a team and becomes the way things are done. Lines of trust form long before anyone names them.
The Current
Repeated behaviour becomes shared expectation, and shared expectation becomes direction. Organisations do not become what they declare; they become what people orient towards.
The map, read three ways
Under uncertainty, attention gathers around a few people — not the highest rank, but whoever creates orientation.
In the vocabulary
Orientation Points
When uncertainty rises, people do not turn to the highest rank. They turn to whoever creates orientation — whoever stays calm, and is trusted before anyone can say why. These terms belong to Orientation Dynamics™, a CURRENT engagement; they are distinct from the Orientation perspectives — Personal, Relational and Organisational — set out at /saxskiold/orientation.
Select a term to read the map differently — the people do not move, only what you attend to.
Who should participate
Physical demands are moderate and adjusted to the group. No one is tested.
The programme reads a group, not individuals, so partial attendance changes what can be seen. Anyone who is a genuine orientation point in daily work belongs in the terrain; anyone attending as an observer does not.
The intended movement
Not a profile. Not a competency score.
The team leaves holding an — a living picture of how the organisation actually functions, and for many teams the first honest look at their own social architecture. The movement is from assumed structure to observed structure.
Orientation Dynamics™ is an engagement. The conceptual Orientation perspectives — Personal, Relational and Organisational — are a separate body of reading, not a version of this work.
Format and duration
Timing matters more here than in the shorter formats: the map is most useful shortly before a structural decision, not after it.
What happens
The outdoor element
Activities are adapted to the participants and setting. The challenge lies in orientation, judgement and collective response — not athletic performance.
What it is not
The terrain does not create leadership. It reveals the leadership already there.
Confidentiality
Field programmes surface material that cannot be put back. That makes the handling of it the first design decision, not an appendix.
Questions
Two days is enough for a first reading of how the team orients under pressure. Three or four days allows the group to build a fuller Orientation Map and design follow-through. The right length depends on what the organisation is currently deciding.
One closed leadership team, typically six to eighteen people. The programme reads the group as a system, so partial attendance changes what can be seen. If the team is larger, we design a sequence rather than a single field event.
The Orientation Map belongs to the team that made it. Nothing observed in the field is attributed to a named individual in any written output. Pre-programme interviews are confidential to the facilitator, and nothing from the programme is used in any other search, assessment or advisory engagement.
Very little. Each participant receives a practical brief covering terrain, kit, safety and what will and will not be recorded. A short confidential conversation with the facilitator happens beforehand, but there are no questionnaires, instruments or pre-reading to complete. A one-page preparation checklist is available to download below.
For participants
A one-page checklist covering what to arrange before travelling, what to bring into the field, and what to leave behind.
Where this connects
When the map has been drawn and a specific decision now has to be taken with it.
Open →The immersive field engagement, when one leadership team’s behaviour is what needs to be seen.
Open →Stay · Sense · Shape as written — the argument the field makes visible.
Open →OOD is designed around the leadership conditions your organisation is actually facing. Begin with a confidential conversation about the team, the situation and what needs to become visible.
Discuss an OOD engagementHow to begin
Before you write
The note comes directly to Kenneth Saxskiold — it does not enter a queue or a marketing list. It is read, and you receive a personal reply proposing a short, obligation-free conversation of thirty to forty-five minutes to understand the situation before anything is proposed.
Within one working day in most cases, and always within two. Inquiries sent over a weekend or a Danish public holiday are answered on the next working day.
Yes. Inquiries are held in confidence, are never shared with third parties, and are not added to any mailing list. Where a situation is sensitive — a replacement, a board matter, an unannounced transition — the first conversation can be held without naming the organisation.
Only as much as is comfortable: the situation, roughly when it needs resolving, and who is involved in the decision. Nothing formal is required, and a fully written brief is not expected at this stage.
No. An inquiry is an opening conversation. Scope, approach and fees are only discussed once the situation is understood, and everything is confirmed in writing before any work begins.
Thirty minutes, no obligation. Choose a time that suits you.
